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| Criterion |  Facilitation Mind Mapping |  Business Strategy McKinsey 7S |  Systems Thinking Systems Mapping |
|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 15-45 min | 2-4 h | 1-3 h |
Participantsdifferent | 1-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | 7S Assessment, Alignment Gaps, Change Actions | System Map, Dependencies, Leverage Points |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | OrganizationStrategyAlignmentChange | Systems thinkingMappingBoundariesChange |
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