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| Criterion |  Systems Thinking Intervention Mapping |  Facilitation 3-Circle Venn Diagram |  Business Strategy McKinsey 7S |  Operations Change Analysis |
|---|---|---|---|---|
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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-5 Tage | 15-45 min | 2-4 h | 45-120 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Venn Diagram, Overlap Notes, Differentiators | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ChangeSystems thinkingCapability | ComparisonFacilitationAlignment | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison |