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| Criterion |  Systems Thinking Leverage Points |  Systems Thinking System Dynamics Simulation |  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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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 | High | Medium |
Timedifferent | Half day | Mehrere Tage bis Wochen | 2-4 h |
Participantsdifferent | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 3-12 |
Formatdifferent | Workshop | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Simulation Model, Scenario Reports | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | Systems thinkingDynamicsSimulationAnalysis | OrganizationStrategyAlignmentChange |
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