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| Criterion |  Facilitation Storytelling |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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. | 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 | Medium | Medium | Low | Low |
Timedifferent | 45-120 min | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-6 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Narrative Outline, Key Message, Story Arc | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | CommunicationNarrativeStakeholdersFacilitation | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | StakeholdersFacilitationAlignmentPlanning |