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| Criterion |  Business Strategy VMGS |  Decision Making Force Field Analysis |  Decision Making Decision Framing Workshop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | VMGS arranges vision, mission, goals, and strategies into a clear guiding logic. Direction, purpose, and priorities are connected so teams can decide more coherently. | 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 a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | 60-120 min | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 4-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Vision Statement, Mission Statement, Goals, Strategies | Force Field Map, Change Levers, Risk Notes | Decision Frame, Decision Question, Criteria List, Evidence Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | VisionGoalsStrategy | ChangeDecisionStrategy | Decision framingAlignmentCriteriaOptions | OrganizationStrategyAlignmentChange |