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| Criterion |  UX Research Contextual Inquiry |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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 | Medium | High | Low |
Timedifferent | 1-3 Wochen | 1-3 h | Half day | 45-90 min |
Participantsdifferent | 4-12 Beobachtungen | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Field Notes, Workflow Insights, Pain Points | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | UX researchObservationContext | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | ChangeDecisionStrategy |