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| Criterion |  Systems Thinking Leverage Points |  UX Research User Interviews |  Business Strategy McKinsey 7S |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | 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 teams derive needs only from assumptions and real motives are missing, user interviews give direct access to behavior and meaning. Conversations from the target group's everyday life make patterns, tensions, and open questions solidly visible. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | Half day | 30–60 min per interview | 2-4 h | 1-5 Tage |
Participantsdifferent | 3-12 | 1 participant per interview | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Interview Notes, Themes, Insight Summary | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingChangeStrategy | QualitativeResearchCustomerDiscovery | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability |