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| Criterion |  UX Research Empathy Mapping |  Decision Making Force Field Analysis |  Operations Change Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30–60 min | 45-90 min | 45-120 min | 15-60 min je Zyklus |
Participantsdifferent | 4-8 | 3-12 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | SynthesisQualitativeWorkshop | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy |