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| Criterion |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Product Discovery Hypothesis Prioritization Canvas |  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 hypotheses compete for attention, it brings order to their learning sequence and importance. It separates problem, assumption, solution, and evidence. The result is captured as a prioritization canvas and a hypothesis backlog. | 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 | Medium | Low |
Timedifferent | 60–90 min | 2-4 h | 60-90 min | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Prioritization Canvas, Hypothesis Backlog | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | ExperimentsPrioritizationDiscoveryHypothesis | StakeholdersFacilitationAlignmentPlanning |