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| Criterion |  UX Research User Interviews |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30–60 min per interview | Half day | 2-4 h | 2-4 h |
Participantsdifferent | 1 participant per interview | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Interview Notes, Themes, Insight Summary | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | QualitativeResearchCustomerDiscovery | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | Theory of ConstraintsSystems thinkingChange |