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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | 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. | 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 | Medium |
Timedifferent | 45-90 min | Half day | 2-4 h |
Participantsdifferent | 3-10 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AutonomyRolesTeam | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |
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