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| Criterion |  Operations Change Analysis |  Business Strategy McKinsey 7S |  Systems Thinking Current Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-120 min | 2-4 h | 2-6 h | Half day |
Participantsdifferent | 2-6 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | 7S Assessment, Alignment Gaps, Change Actions | Current Reality Tree, Core Problems, Intervention Ideas | Leverage Map, Action Strategy |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | OrganizationStrategyAlignmentChange | Systems thinkingRoot causeConstraintsCausality | Systems thinkingChangeStrategy |