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| Criterion |  Operations Accountability Ladder |  Systems Thinking Intervention Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Low | High | Medium |
Timedifferent | 20-45 min | 1-5 Tage | 2-4 h |
Participantsdifferent | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange |
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