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| Criterion |  UX Design Service Blueprinting |  Business Strategy McKinsey 7S |  UX Research Customer Journey Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a service experience is spread across several touchpoints, it brings frontstage and backstage together. It shows where user contact and internal responsibility must fit. | 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 user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | 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 | High | Medium | Medium | Low |
Timedifferent | 0.5-2 Tage | 2-4 h | 2-4 h | 45-90 min |
Participantsdifferent | 6-12 | 3-12 | 4-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Service Blueprint, Fail Points, Ownership Map | 7S Assessment, Alignment Gaps, Change Actions | Journey Map, Pain-point List, Opportunity Backlog | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Service designOperationsJourneyBlueprint | OrganizationStrategyAlignmentChange | JourneyServiceService design | ChangeDecisionStrategy |