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| Criterion |  UX Research Empathy Mapping |  Decision Making Force Field Analysis |  Operations Change Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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 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 | Low | Low | Medium | High |
Timedifferent | 30–60 min | 45-90 min | 45-120 min | 1-4 Wochen |
Participantsdifferent | 4-8 | 3-12 | 2-6 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | SynthesisQualitativeWorkshop | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy |