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| Criterion |  UX Research Empathy Mapping |  Operations Gemba Walk |  Innovation Lean Startup |  UX Research Affinity Diagramming |
|---|---|---|---|---|
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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30–60 min | 30-120 min | Wochen bis Monate je Lernzyklus | 45–90 min |
Participantsdifferent | 4-8 | 2-6 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | SynthesisQualitativeWorkshop | LeanObservationProcessOperations | LeanStartupValidationMVP | SynthesisQualitativeRoot cause |