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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | Half day | 2-4 h | 45-90 min |
Participantssame | 3-12 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |