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| Criterion |  Operations Change Analysis |  UX Research Empathy Mapping |  Decision Making OODA Loop |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-120 min | 30–60 min | 15-60 min je Zyklus | 60-90 min |
Participantsdifferent | 2-6 | 4-8 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Empathy Map, Assumptions List, Research Gaps | Situation Assessment, Decision Loop, Action Updates | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | SynthesisQualitativeWorkshop | DecisionChangeLearningStrategy | FacilitationDecisionProblem solvingWorkshop |