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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 2-4 h | 60-120 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy |