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| Criterion |  Facilitation Dot Voting |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Facilitation Consensus Workshop |
|---|---|---|---|---|
Purposedifferent | When a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 5-15 min | Half day | 2-4 h | 1-3 h |
Participantsdifferent | 3-20 | 3-12 | 3-12 | 5-30 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Ranked list, Consensus signal, Shortlist | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | FacilitationVotingConsensusPrioritization | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | FacilitationConsensusWorkshopAlignment |