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| Criterion |  UX Research Contextual Inquiry |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When work processes are known only from accounts and the real context stays hidden, Contextual Inquiry makes behavior at the workplace visible. Observation and follow-up questions together show how people actually work, get interrupted, and improvise. | 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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-3 Wochen | 45-90 min | Half day | 1-4 Wochen |
Participantsdifferent | 4-12 Beobachtungen | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Field Notes, Workflow Insights, Pain Points | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | UX researchObservationContext | ChangeDecisionStrategy | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |