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| Criterion |  Systems Thinking System Dynamics Simulation |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | Mehrere Tage bis Wochen | 2-4 h | 60–90 min | Half day |
Participantsdifferent | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Simulation Model, Scenario Reports | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingDynamicsSimulationAnalysis | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | Systems thinkingChangeStrategy |