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| Criterion |  Operations DMAIC |  Systems Thinking Leverage Points |  Decision Making Cynefin Workshop |  Systems Thinking VUCA Scan |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | 2-12 Wochen | Half day | 60-180 min | 30-90 min |
Participantsdifferent | 3-10 | 3-12 | 4-20 | 1-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Leverage Map, Action Strategy | Cynefin Map, Domain-specific Actions, Sensemaking Notes | VUCA Map, Response Options, Signal and Learning Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | Systems thinkingChangeStrategy | ComplexitySensemakingDecision | SensemakingUncertaintyComplexityStrategyForesight |