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| Criterion |  Systems Thinking Evaporating Cloud |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |  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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | High | Medium |
Timedifferent | 60-120 min | 60–90 min | Half day | 2-4 h |
Participantsdifferent | 2-8 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |