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| Criterion |  Systems Thinking Leverage Points |  Architecture Architecture Decision Record |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | 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. | 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. |
Complexitydifferent | High | Low | Medium |
Timedifferent | Half day | 15-45 min | 2-4 h |
Participantsdifferent | 3-12 | 1-3 | 3-12 |
Formatdifferent | Workshop | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | ADR File, Decision Log, Rationale | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | ArchitectureRationaleDocumentationGovernance | OrganizationStrategyAlignmentChange |
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