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| Criterion |  Systems Thinking Leverage Points |  Delivery Communication Plan |  Facilitation Expectation Mapping |  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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Low | Medium |
Timedifferent | Half day | 45-90 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Communication Plan, Channel Matrix, Message Cadence | Expectation Map, Alignment Notes, Agreements | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | CommunicationStakeholdersDeliveryPlanning | AlignmentStakeholdersTeam | OrganizationStrategyAlignmentChange |