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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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. | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | Half day | 2-4 h | 1-2 h |
Participantsdifferent | 4-12 Experten | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | EstimationExpertsForecasting | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |