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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  Operations Causal Factor 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. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 2-4 h | Half day | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |