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| Criterion |  Decision Making Force Field Analysis |  UX Research Empathy Mapping |  UX Research Affinity Diagramming |  Operations Change Analysis |
|---|---|---|---|---|
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 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 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30–60 min | 45–90 min | 45-120 min |
Participantsdifferent | 3-12 | 4-8 | 3-10 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Empathy Map, Assumptions List, Research Gaps | Theme clusters, Insight statements, Opportunity areas | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | ChangeDecisionStrategy | SynthesisQualitativeWorkshop | SynthesisQualitativeRoot cause | ChangeRoot causeTroubleshootingComparison |