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 Evaporating Cloud |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 2-4 h | 60-120 min | 2-4 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy |