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| Criterion |  UX Research Diary Study |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Product Strategy Impact Mapping |
|---|---|---|---|---|
Purposedifferent | When experiences build up over days or weeks and a single session cannot capture them, Diary Study records the course of everyday life. Recurring triggers, moods, and habits become visible this way, beyond the sharpness of memory. | 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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-4 Wochen | Half day | 2-4 h | 45-90 min |
Participantsdifferent | 5-20 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Diary Entries, Longitudinal Patterns, Experience Timeline | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | UX researchTrackingBehavior | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | OutcomesStrategyBehaviorPlanning |