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| Criterion |  Systems Thinking Leverage Points |  Facilitation Mind Mapping |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Half day | 15-45 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-12 | 1-10 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Mind Map, Topic Clusters, Open Questions | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | BrainstormingIdeasMappingStructureFacilitation | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange |