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| Criterion |  Operations Time Blocking |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | With a calendar that grows on request, the method makes available time explicit again. It combines appointments, focus work, and buffer into a more realistic day structure. | 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 | Low | Medium | Low | Medium |
Timedifferent | 15-30 min Planung, laufend | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 1 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Blocked Calendar, Capacity View, Focus Plan | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | PlanningTime managementFocus | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |