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| Criterion |  UX Research Empathy Mapping |  Decision Making Force Field Analysis |  Operations Change Analysis |  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. | 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. | 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 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 | Low | Medium | Low |
Timedifferent | 30–60 min | 45-90 min | 45-120 min | 60-90 min |
Participantsdifferent | 4-8 | 3-12 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | SynthesisQualitativeWorkshop | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison | FacilitationDecisionProblem solvingWorkshop |