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| Criterion |  Architecture Architecture Decision Record |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 15-45 min | 2-4 h | Half day | 30-60 min |
Participantsdifferent | 1-3 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ADR File, Decision Log, Rationale | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ArchitectureRationaleDocumentationGovernance | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | DecisionRolesGovernanceAlignment |