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 Intervention Mapping |  Facilitation Stakeholder Salience Model |  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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium | High |
Timedifferent | 2-4 h | 1-5 Tage | 60-90 min | Half day |
Participantsdifferent | 3-12 | 4-12 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Salience Diagram, Strategy per Class | Leverage Map, Action Strategy |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability | StakeholdersFacilitationAlignmentGovernance | Systems thinkingChangeStrategy |