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| Criterion |  Systems Thinking Future Reality Tree |  Facilitation Alignment Mapping |  Decision Making Delphi Method |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | High | Medium | High | Medium |
Timedifferent | 2-4 h | 1-2 h | 1-4 Wochen | 2-4 h |
Participantsdifferent | 3-8 | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Alignment Map, Open Issues, Decision Questions | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersStrategyFacilitation | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange |