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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Systems Thinking Future Reality Tree |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 2-4 h | 2-4 h | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | Theory of ConstraintsSystems thinkingChange | AlignmentStakeholdersStrategyFacilitation |