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| Criterion |  Systems Thinking Leverage Points |  Facilitation Stakeholder Mapping |  Agile Affinity Estimation |  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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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 | Medium | Medium |
Timedifferent | Half day | 60–90 min | 30-90 min | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Stakeholder Map, Engagement Plan, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | StakeholdersAlignmentFacilitationChange | EstimationBacklogRelative sizing | OrganizationStrategyAlignmentChange |