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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 2-4 h | Half day | 1-2 h | 15-45 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation | ComparisonFacilitationAlignment |