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| Criterion |  Systems Thinking Rich Picture |  Systems Thinking Leverage Points |  Facilitation Team Charter |  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. | 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Medium | Medium |
Timedifferent | 30-90 min | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Rich Picture, Problem Framing Notes | Leverage Map, Action Strategy | Team Charter, Working Norms, Role Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Systems thinkingChangeStrategy | TeamAlignmentCollaboration | OrganizationStrategyAlignmentChange |