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| Criterion |  UX Research Empathy Mapping |  Operations Gemba Walk |  UX Research Affinity Diagramming |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30–60 min | 30-120 min | 45–90 min | 30-60 min |
Participantsdifferent | 4-8 | 2-6 | 3-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Observation Notes, Improvement Ideas | Theme clusters, Insight statements, Opportunity areas | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | SynthesisQualitativeWorkshop | LeanObservationProcessOperations | SynthesisQualitativeRoot cause | Root causeQualityOperations |