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| Criterion |  Systems Thinking Future Reality Tree |  Team Design Team Topologies Interaction Modes |  Facilitation Alignment 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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. | 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 | Medium | Medium |
Timedifferent | 2-4 h | Half day | 1-2 h | 2-4 h |
Participantsdifferent | 3-8 | Team-Leads plus Architecture | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Interaction Heat Map, Agreements per Pair | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |