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| Criterion |  Systems Thinking Future Reality Tree |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-4 h | 2-4 h | 60–90 min | 30-60 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentPlanning |