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| Criterion |  UX Research Contextual Inquiry |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 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. | 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 | Medium | High | High | High |
Timedifferent | 1-3 Wochen | Half day | 1-4 Wochen | 2-4 h |
Participantsdifferent | 4-12 Beobachtungen | 3-12 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Field Notes, Workflow Insights, Pain Points | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | UX researchObservationContext | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | Theory of ConstraintsSystems thinkingChange |