View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking System Dynamics Simulation |  Systems Thinking Leverage Points |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific 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 | High | High | Low | Medium |
Timedifferent | Mehrere Tage bis Wochen | Half day | 30-60 min | 2-4 h |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | Leverage Map, Action Strategy | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | Systems thinkingChangeStrategy | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange |