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| Criterion |  Business Strategy Strategy Map |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentExecutionGoalsCausality | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |