View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Team Charter |  Systems Thinking Leverage Points |  Systems Thinking Soft Systems Methodology |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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 | High | High | Medium |
Timedifferent | 2-4 h | Half day | 0.5-3 Tage | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 5-15 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Team Charter, Working Norms, Role Notes | Leverage Map, Action Strategy | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | TeamAlignmentCollaboration | Systems thinkingChangeStrategy | Soft systemsComplexitySensemakingSystems thinking | OrganizationStrategyAlignmentChange |