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| Criterion |  Knowledge Modeling Concept Mapping |  Operations Gemba Walk |  Decision Making Decision Matrix |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 30-120 min | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 2-6 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Observation Notes, Improvement Ideas | Decision Matrix, Scoring Rationale, Selected Option | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | LeanObservationProcessOperations | DecisionCriteriaScoringTradeoffs | SensemakingDecisionRationale |