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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Facilitation Team Charter |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 2-4 h | Half day | 2-4 h | 45-90 min |
Participantssame | 3-12 | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | AlignmentStakeholdersTeam |