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| Criterion |  Systems Thinking Rich Picture |  Business Strategy McKinsey 7S |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 2-4 h | 45-90 min | 60–90 min |
Participantsdifferent | 2-10 | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | 7S Assessment, Alignment Gaps, Change Actions | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | OrganizationStrategyAlignmentChange | Systems thinkingFramingStakeholders | StakeholdersAlignmentFacilitationChange |