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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking System Dynamics Simulation |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 2-4 h | Mehrere Tage bis Wochen | 60–90 min | 60-90 min |
Participantsdifferent | 3-12 | 1-5 Modellierende, Stakeholder asynchron | 2-8 | 3-6 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Simulation Model, Scenario Reports | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | OrganizationStrategyAlignmentChange | Systems thinkingDynamicsSimulationAnalysis | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |