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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Delivery Communication Plan |  Facilitation Storytelling |
|---|---|---|---|---|
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 need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 60–90 min | 2-4 h | 45-90 min | 45-120 min |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Communication Plan, Channel Matrix, Message Cadence | Narrative Outline, Key Message, Story Arc |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | CommunicationStakeholdersDeliveryPlanning | CommunicationNarrativeStakeholdersFacilitation |