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| Criterion |  Decision Making Force Field Analysis |  UX Research Affinity Diagramming |  Decision Making OODA Loop |  UX Research Empathy Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 45–90 min | 15-60 min je Zyklus | 30–60 min |
Participantsdifferent | 3-12 | 3-10 | 1-8 | 4-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Theme clusters, Insight statements, Opportunity areas | Situation Assessment, Decision Loop, Action Updates | Empathy Map, Assumptions List, Research Gaps |
Tagsno overlap | ChangeDecisionStrategy | SynthesisQualitativeRoot cause | DecisionChangeLearningStrategy | SynthesisQualitativeWorkshop |