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| Criterion |  UX Research Empathy Mapping |  Operations A3 Problem Solving |  Operations After-Action Review |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | Medium | Low | Low |
Timedifferent | 30–60 min | 45-90 min | 20-45 min | 60-90 min |
Participantsdifferent | 4-8 | 2-5 | 3-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | SynthesisQualitativeWorkshop | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | FacilitationDecisionProblem solvingWorkshop |