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| Criterion |  Systems Thinking Future Reality Tree |  Agile ROAM Board |  Systems Thinking Intervention Mapping |  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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | Medium |
Timedifferent | 2-4 h | 20-40 min initial, dann laufend | 1-5 Tage | 2-4 h |
Participantsdifferent | 3-8 | 3-15 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | ROAM Board, Owner List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | RiskAgileTrackingAlignment | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange |