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| Criterion |  UX Research User Interviews |  Decision Making Decision Tree |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When teams derive needs only from assumptions and real motives are missing, user interviews give direct access to behavior and meaning. Conversations from the target group's everyday life make patterns, tensions, and open questions solidly visible. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30–60 min per interview | 30-90 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 1 participant per interview | 1-6 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Interview Notes, Themes, Insight Summary | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | QualitativeResearchCustomerDiscovery | DecisionTreeOptions | ChangeDecisionStrategy | DecisionChangeLearningStrategy |