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| Criterion |  Facilitation Stakeholder Mapping |  Product Strategy DIBB |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 60–90 min | 1-2 h | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | DIBB document, Belief list, Bet list, Learning report | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | StrategyDecisionAssumptionsHypothesis | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |