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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy McKinsey 7S |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 10-30 min je Item | 2-4 h | Half day | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyForecasting | OrganizationStrategyAlignmentChange | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |