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| Criterion |  Facilitation Stakeholder Salience Model |  Decision Making DACI |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-90 min | 30-60 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-6 | 2-10 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |