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| Criterion |  UX Research Empathy Mapping |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | 15-60 min je Zyklus | 60-90 min |
Participantsdifferent | 4-8 | 3-12 | 1-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | SynthesisQualitativeWorkshop | ChangeDecisionStrategy | DecisionChangeLearningStrategy | FacilitationDecisionProblem solvingWorkshop |