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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Intervention Mapping |  Decision Making DACI |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 2-4 h | 1-5 Tage | 30-60 min | Half day |
Participantsdifferent | 3-12 | 4-12 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | DACI Matrix, Decision Owner, Decision Log | Leverage Map, Action Strategy |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability | DecisionRolesGovernanceAlignment | Systems thinkingChangeStrategy |