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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking System Dynamics Simulation |  Facilitation Alignment Mapping |  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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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. | 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 | Mehrere Tage bis Wochen | 1-2 h | Half day |
Participantsdifferent | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 4-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Simulation Model, Scenario Reports | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingDynamicsSimulationAnalysis | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy |