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| Criterion |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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 | Medium |
Timedifferent | 60-120 min | 45-90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |
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