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| Criterion |  Operations Accountability Ladder |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Medium |
Timedifferent | 20-45 min | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | OrganizationStrategyAlignmentChange |