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| Criterion |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Architecture Software Architecture Canvas |  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. | 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. | The Software Architecture Canvas reduces a system to the most important architecture decisions, constraints, and interfaces. It is useful when teams need a resilient overall picture quickly. | 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 | High | Low | Medium |
Timedifferent | 2-4 h | Half day | 1-2 h | 2-4 h |
Participantsdifferent | 3-8 | 3-12 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Architecture Canvas, Goals, Constraints, Quality Attributes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | CanvasArchitectureAlignmentWorkshop | OrganizationStrategyAlignmentChange |