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| Criterion |  Systems Thinking Leverage Points |  Decision Making Three-Point Estimation |  Facilitation Stakeholder Mapping |  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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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 | Medium | Low | Medium |
Timedifferent | Half day | 10-30 min je Item | 60–90 min | 2-4 h |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Three-Point Estimate, Risk Range, Assumption Notes | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationUncertaintyForecasting | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |