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| Criterion |  UX Research Contextual Inquiry |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | 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 | Medium | Low | High |
Timedifferent | 1-3 Wochen | 1-3 h | 45-90 min | 1-4 Wochen |
Participantsdifferent | 4-12 Beobachtungen | 2-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Field Notes, Workflow Insights, Pain Points | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | UX researchObservationContext | RationaleKnowledgeDecision | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |