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| Criterion |  Decision Making Option Framing |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Decision Making Decision Framing Workshop |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | 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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-120 min | Half day | 2-4 h | 60-120 min |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | OptionsDecision framingStrategyComparison | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | Decision framingAlignmentCriteriaOptions |