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| Criterion |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | 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 | High | High | Medium | Medium |
Timedifferent | 1-4 Wochen | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 6-30 Experten | 3-12 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |