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| Criterion |  Decision Making Assumption Surfacing |  Operations Gemba Walk |  Product Strategy DIBB |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-90 min | 30-120 min | 1-2 h | 45-90 min |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Observation Notes, Improvement Ideas | DIBB document, Belief list, Bet list, Learning report | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | LeanObservationProcessOperations | StrategyDecisionAssumptionsHypothesis | LeanProblem solvingCoachingOperations |