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| Criterion |  Systems Thinking Leverage Points |  Facilitation Consensus Workshop |  Facilitation Stakeholder Salience Model |  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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium |
Timedifferent | Half day | 1-3 h | 60-90 min | 2-4 h |
Participantsdifferent | 3-12 | 5-30 | 3-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Consensus Clusters, Theme Titles, Priority Areas | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | FacilitationConsensusWorkshopAlignment | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange |