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| Criterion |  Systems Thinking Intervention Mapping |  Architecture Architecture Decision Record |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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. | 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. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 1-5 Tage | 15-45 min | 2-4 h | Half day |
Participantsdifferent | 4-12 | 1-3 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | ADR File, Decision Log, Rationale | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy |
Tagsno overlap | ChangeSystems thinkingCapability | ArchitectureRationaleDocumentationGovernance | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy |