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| Criterion |  UX Research User Interviews |  Systems Thinking Leverage Points |  Business Strategy McKinsey 7S |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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 | Low | High | Medium | High |
Timedifferent | 30–60 min per interview | Half day | 2-4 h | 1-5 Tage |
Participantsdifferent | 1 participant per interview | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Themes, Insight Summary | Leverage Map, Action Strategy | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | QualitativeResearchCustomerDiscovery | Systems thinkingChangeStrategy | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability |