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| Criterion |  Operations Change Analysis |  Decision Making Force Field Analysis |  UX Research Empathy Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 45-120 min | 45-90 min | 30–60 min | 1-4 Wochen |
Participantsdifferent | 2-6 | 3-12 | 4-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Force Field Map, Change Levers, Risk Notes | Empathy Map, Assumptions List, Research Gaps | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ChangeDecisionStrategy | SynthesisQualitativeWorkshop | ForecastingExpertsDecisionStrategy |