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| Criterion |  Domain Modeling EventStorming |  Systems Thinking Leverage Points |  Facilitation Problem Framing Workshop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When a domain consists of many events, rules, and states, it creates a shared modeling space for the team. It bundles language, flows, and boundaries before domain knowledge fragments into siloed views. | 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. | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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 | High | Low | Medium |
Timedifferent | 2-8 h | Half day | 60-120 min | 2-4 h |
Participantsdifferent | 5-12 | 3-12 | 4-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Event Timeline, Ubiquitous Language, Boundaries, Open Questions | Leverage Map, Action Strategy | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Domain-Driven DesignEventsDiscoveryWorkshop | Systems thinkingChangeStrategy | FacilitationAlignmentDiscovery | OrganizationStrategyAlignmentChange |