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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |  Decision Making DACI |
|---|---|---|---|---|
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 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 2-4 h | 2-4 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | OrganizationStrategyAlignmentChange | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy | DecisionRolesGovernanceAlignment |