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| Criterion |  Domain Modeling Context Map |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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. | 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 | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | Domain-Driven DesignBoundariesStrategy | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |
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