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| Criterion |  UX Research Customer Journey Mapping |  Decision Making Decision Rights Mapping |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a user journey falls apart across many touchpoints, customer journey mapping makes the experience visible as a coherent arc. Phases, emotions, and breaks become legible enough to prioritize critical moments deliberately. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Low |
Timedifferent | 2-4 h | 90-180 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 4-10 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Journey Map, Pain-point List, Opportunity Backlog | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | JourneyServiceService design | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy | ChangeDecisionStrategy |