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| Criterion |  Knowledge Modeling Shape-First Modeling |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Shape-First Modeling defines data quality through shapes before implementation or integration frays at the edges. The approach fits when validation and data contracts should be part of the design from the start. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | High | Medium |
Timedifferent | Halber Tag pro Domain Slice | 1-5 Tage | Half day | 2-4 h |
Participantsdifferent | 1-4 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | SHACL or ShEx Shapes, Validation Reports, Data Contracts, Shape Documentation | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Knowledge graphValidationSemantic | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange |