View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Current Reality Tree |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 2-4 h | 2-6 h | 1-2 h | 60–90 min |
Participantsdifferent | 3-12 | 3-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Current Reality Tree, Core Problems, Intervention Ideas | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingRoot causeConstraintsCausality | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |