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| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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 | High | High | Medium |
Timedifferent | 10-30 min je Item | Half day | 1-5 Tage | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | EstimationUncertaintyForecasting | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange |