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| Criterion |  UX Research Diary Study |  Systems Thinking Theory of Change |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When experiences build up over days or weeks and a single session cannot capture them, Diary Study records the course of everyday life. Recurring triggers, moods, and habits become visible this way, beyond the sharpness of memory. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | High | Low |
Timedifferent | 1-4 Wochen | 2-6 h | Half day | 45-90 min |
Participantsdifferent | 5-20 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop |
Outputdifferent | Diary Entries, Longitudinal Patterns, Experience Timeline | Theory of Change Map, Assumptions, Outcome Measures | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | UX researchTrackingBehavior | ImpactOutcomesSystems thinkingStrategy | Systems thinkingChangeStrategy | ChangeDecisionStrategy |