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| Criterion |  Systems Thinking Future Reality Tree |  Team Design Team Topologies Interaction Modes |  Systems Thinking Evaporating Cloud |  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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | 60-120 min | 2-4 h |
Participantsdifferent | 3-8 | Team-Leads plus Architecture | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Interaction Heat Map, Agreements per Pair | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | TeamAlignmentCollaborationOrganization | Theory of ConstraintsAssumptionsSystems thinking | OrganizationStrategyAlignmentChange |