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| Criterion |  UX Research Contextual Inquiry |  Systems Thinking Leverage Points |  Domain Modeling Domain 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 a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | 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 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Field Notes, Workflow Insights, Pain Points | Leverage Map, Action Strategy | Domain Context Map, Boundary Notes, Ownership Map | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | UX researchObservationContext | Systems thinkingChangeStrategy | Domain-Driven DesignContextBoundaries | ChangeDecisionStrategy |