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| Criterion |  Operations Change Analysis |  UX Research Empathy Mapping |  Facilitation Decision Jam |  UX Research Affinity Diagramming |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-120 min | 30–60 min | 60-90 min | 45–90 min |
Participantsdifferent | 2-6 | 4-8 | 4-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Empathy Map, Assumptions List, Research Gaps | Problem Cluster, Prioritized Challenge, Experiment | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | SynthesisQualitativeWorkshop | FacilitationDecisionProblem solvingWorkshop | SynthesisQualitativeRoot cause |