View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Leverage Points |  Delivery RAID Log |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 30 min Setup, dann laufend | 2-4 h | 60-90 min |
Participantsdifferent | 3-12 | 1-3 maintaining, briefing for everyone | 3-12 | 3-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | RAID Log, Status Report Source | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | Systems thinkingChangeStrategy | RiskTrackingStakeholdersGovernance | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance |