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| Criterion |  Operations Change Analysis |  Product Discovery Problem Interview |  UX Research Empathy Mapping |  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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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 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 | Medium | Low | Low |
Timedifferent | 45-120 min | 30-60 min je Interview | 30–60 min | 45–90 min |
Participantsdifferent | 2-6 | 5-12 Interviews | 4-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Evidence, Risk Notes, Customer Segments | Empathy Map, Assumptions List, Research Gaps | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DiscoveryInterviewsValidation | SynthesisQualitativeWorkshop | SynthesisQualitativeRoot cause |