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| Criterion |  UX Research Empathy Mapping |  Operations Gemba Walk |  Operations Process Mapping |  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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | 1-3 h | 45–90 min |
Participantsdifferent | 4-8 | 2-6 | 3-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Empathy Map, Assumptions List, Research Gaps | Observation Notes, Improvement Ideas | Process Map, Handoff List, Improvement Backlog | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | SynthesisQualitativeWorkshop | LeanObservationProcessOperations | ProcessOperationsImprovement | SynthesisQualitativeRoot cause |