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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Facilitation Team Charter |  Facilitation Expectation 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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 2-4 h | 2-4 h | 45-90 min |
Participantssame | 3-12 | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | TeamAlignmentCollaboration | AlignmentStakeholdersTeam |