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| Criterion |  UX Research Diary Study |  Systems Thinking VUCA Scan |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Medium |
Timedifferent | 1-4 Wochen | 30-90 min | 60–90 min | 2-4 h |
Participantsdifferent | 5-20 | 1-10 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Diary Entries, Longitudinal Patterns, Experience Timeline | VUCA Map, Response Options, Signal and Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | UX researchTrackingBehavior | SensemakingUncertaintyComplexityStrategyForesight | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |