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| Criterion |  UX Research Affinity Diagramming |  Decision Making Red Teaming |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45–90 min | 1-4 h | 60-90 min | 15-30 min |
Participantsdifferent | 3-10 | 3-8 | 4-10 | 2-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Theme clusters, Insight statements, Opportunity areas | Challenge Findings, Risk Register, Mitigation Plan | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | SynthesisQualitativeRoot cause | RiskDecisionSensemaking | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |