View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Radar |  Facilitation Alignment Mapping |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 1-2 h | Half day | 2-4 h |
Participantsdifferent | 2-10 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Alignment Map, Open Issues, Decision Questions | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AssessmentPortfolioCapability | AlignmentStakeholdersStrategyFacilitation | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |