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| Criterion |  Facilitation Responsibility Poker |  Systems Thinking Leverage Points |  Facilitation Expectation Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 | Low | High | Low | Medium |
Timedifferent | 45-90 min | Half day | 45-90 min | 2-4 h |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Responsibility Map, Role Agreements, Open Questions | Leverage Map, Action Strategy | Expectation Map, Alignment Notes, Agreements | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | RolesResponsibilityTeamFacilitation | Systems thinkingChangeStrategy | AlignmentStakeholdersTeam | OrganizationStrategyAlignmentChange |