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| Criterion |  Systems Thinking Systems Mapping |  Operations Change Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-120 min | 2-4 h |
Participantsdifferent | 3-12 | 2-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Change Matrix, Cause Hypotheses, Validation Questions, Action List | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | Systems thinkingMappingBoundariesChange | ChangeRoot causeTroubleshootingComparison | OrganizationStrategyAlignmentChange |
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