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| Criterion |  Decision Making Delphi Method |  Operations Gemba Walk |  Operations Kepner-Tregoe |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | High | Low | High | Low |
Timedifferent | 1-4 Wochen | 30-120 min | 2-8 h | 60-90 min |
Participantsdifferent | 6-30 Experten | 2-6 | 2-8 | 4-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |