View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  Decision Making Decision Rights Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Low | Medium | Medium |
Timedifferent | Wochen bis Monate | 30-120 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 4-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | Decision Rights Matrix, Agreement | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | DecisionGovernanceAlignmentResponsibility | LeanProblem solvingCoachingOperations |