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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Systems Mapping |  Facilitation Stakeholder 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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 | Medium | Low | High |
Timedifferent | 2-4 h | 1-3 h | 60–90 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | System Map, Dependencies, Leverage Points | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy |
Tags1 shared | OrganizationStrategyAlignmentChange | Systems thinkingMappingBoundariesChange | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy |