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| Criterion |  Systems Thinking Leverage Points |  Architecture ARID (Active Reviews for Intermediate Designs) |  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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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 |
Timedifferent | Half day | 2–4 h review as a planning range; preparation and evaluation additional | 2-4 h |
Participantsdifferent | 3-12 | Designers, developers as users, and facilitation | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | ArchitectureEngineeringFeedbackValidationTasks | OrganizationStrategyAlignmentChange |
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