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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 45-90 min | 2-4 h | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange | OrganizationStrategyAlignmentChange |