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| Criterion |  Facilitation Storytelling |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  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. | 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. | 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 | Medium | Low |
Timedifferent | 45-120 min | 2-4 h | 60-90 min | 30-60 min |
Participantsdifferent | 1-6 | 3-12 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Narrative Outline, Key Message, Story Arc | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | CommunicationNarrativeStakeholdersFacilitation | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | StakeholdersFacilitationAlignmentPlanning |