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| Criterion |  Systems Thinking Future Reality Tree |  Decision Making DACI |  Decision Making Force Field Analysis |  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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | High | Low | Low | Medium |
Timedifferent | 2-4 h | 30-60 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-8 | 2-10 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |