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| Criterion |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |  Systems Thinking Soft Systems Methodology |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | 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. | 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. | 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 | High | Medium |
Timedifferent | 60–90 min | Half day | 0.5-3 Tage | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 5-15 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy | Soft systemsComplexitySensemakingSystems thinking | OrganizationStrategyAlignmentChange |