View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Intervention Mapping |  Systems Thinking Current Reality Tree |  Business Strategy McKinsey 7S |
|---|---|---|---|
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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | High | Medium |
Timedifferent | 1-5 Tage | 2-6 h | 2-4 h |
Participantsdifferent | 4-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Tree, Core Problems, Intervention Ideas | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeSystems thinkingCapability | Systems thinkingRoot causeConstraintsCausality | OrganizationStrategyAlignmentChange |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
