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| Criterion |  Systems Thinking Leverage Points |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | Medium |
Timedifferent | Half day | 90-180 min | 45-90 min | 2-4 h |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |