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| Criterion |  UX Research Contextual Inquiry |  Systems Thinking Leverage Points |  Domain Modeling Context Map |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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 several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | 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 | Medium | High | Medium | Low |
Timedifferent | 1-3 Wochen | Half day | 1-3 h | 45-90 min |
Participantsdifferent | 4-12 Beobachtungen | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Field Notes, Workflow Insights, Pain Points | Leverage Map, Action Strategy | Context Map, Integration Patterns, Boundary Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | UX researchObservationContext | Systems thinkingChangeStrategy | Domain-Driven DesignBoundariesStrategy | ChangeDecisionStrategy |