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| Criterion |  Facilitation Stakeholder Mapping |  Systems Thinking Intervention Mapping |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 60–90 min | 1-5 Tage | 2-4 h | Half day |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy |
Tags1 shared | StakeholdersAlignmentFacilitationChange | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy |