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| Criterion |  Domain Modeling Domain Context Map |  Business Strategy McKinsey 7S |  Knowledge Modeling Domain Storytelling |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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 | 3-10 | 3-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Domain Context Map, Boundary Notes, Ownership Map | 7S Assessment, Alignment Gaps, Change Actions | Domain Story, Glossary Notes, Process Narrative | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Domain-Driven DesignContextBoundaries | OrganizationStrategyAlignmentChange | KnowledgeDomain-Driven DesignProcess | ChangeDecisionStrategy |