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| Criterion |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Team Design Team Topologies Interaction Modes |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Half day | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | Team-Leads plus Architecture | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Interaction Heat Map, Agreements per Pair | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | TeamAlignmentCollaborationOrganization | AlignmentStakeholdersTeam |