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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Decision Framing Workshop |  Systems Thinking Intervention Mapping |  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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | 60-120 min | 1-5 Tage | 2-4 h |
Participantsdifferent | 3-12 | 4-10 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Decision Frame, Decision Question, Criteria List, Evidence Plan | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Decision framingAlignmentCriteriaOptions | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange |