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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Facilitation 1-2-4-All |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 60–90 min | 2-4 h | 10-20 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 4-100+ | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Idea List, Shared Insights, Emergent Themes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | FacilitationInclusionIdeation | StakeholdersFacilitationAlignmentPlanning |