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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Evaporating Cloud |  Decision Making Delphi Method |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 2-4 h | 60-120 min | 1-4 Wochen | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Expert Forecast, Consensus Range, Assumption Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | OrganizationStrategyAlignmentChange | Theory of ConstraintsAssumptionsSystems thinking | ForecastingExpertsDecisionStrategy | Theory of ConstraintsSystems thinkingChange |