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| Criterion |  Domain Modeling Context Map |  Business Strategy McKinsey 7S |  Knowledge Modeling Domain Storytelling |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | Domain Storytelling translates domain knowledge into a shared narrative of actors, objects, and workflows. It is especially useful when language, rules, and process understanding must be tightly connected. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 2-4 h | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Context Map, Integration Patterns, Boundary Notes | 7S Assessment, Alignment Gaps, Change Actions | Domain Story, Glossary Notes, Process Narrative | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Domain-Driven DesignBoundariesStrategy | OrganizationStrategyAlignmentChange | KnowledgeDomain-Driven DesignProcess | ChangeDecisionStrategy |