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| Criterion |  UX Research Empathy Mapping |  Decision Making Decision Tree |  Operations Root Cause Tree Analysis |  UX Research Affinity Diagramming |
|---|---|---|---|---|
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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Low | Medium | Medium | Low |
Timedifferent | 30–60 min | 30-90 min | 1-3 h | 45–90 min |
Participantsdifferent | 4-8 | 1-6 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Decision Tree, Option Map, Assumption List | Cause Tree, Evidence Notes, Countermeasures | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | SynthesisQualitativeWorkshop | DecisionTreeOptions | Root causeTreeIncidentQuality | SynthesisQualitativeRoot cause |