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| Criterion |  UX Research User Interviews |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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 | Low | High | Medium | Low |
Timedifferent | 30–60 min per interview | Half day | 2-4 h | 45-90 min |
Participantsdifferent | 1 participant per interview | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Interview Notes, Themes, Insight Summary | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | QualitativeResearchCustomerDiscovery | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |