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| Criterion |  Systems Thinking Rich Picture |  Facilitation Expectation Mapping |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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. | 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 | Low | Low | High | Medium |
Timedifferent | 30-90 min | 45-90 min | Half day | 2-4 h |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Expectation Map, Alignment Notes, Agreements | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | AlignmentStakeholdersTeam | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |