View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Stakeholder Salience Model |  Business Strategy McKinsey 7S |  Decision Making DACI |
|---|---|---|---|
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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 60-90 min | 2-4 h | 30-60 min |
Participantsdifferent | 3-6 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log |
Tags1 shared | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
