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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Operations Change Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 2-4 h | 45-120 min | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality |