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