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| Criterion |  Systems Thinking Soft Systems Methodology |  Systems Thinking Systems Mapping |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | High | Medium | Medium | Medium |
Timedifferent | 0.5-3 Tage | 1-3 h | 1-2 h | 2-4 h |
Participantsdifferent | 5-15 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | System Map, Dependencies, Leverage Points | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | Systems thinkingMappingBoundariesChange | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |