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| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | 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 | Medium | Medium | High | Medium |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | 2-4 h | Half day | 1-2 h |
Participantsdifferent | Designers, developers as users, and facilitation | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation |