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| Criterion |  Innovation Double Diamond |  Operations PDCA Cycle |  Systems Thinking Causal Loop Diagram |  Operations Gemba Walk |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate | 1 h bis mehrere Wochen | 1-3 h | 30-120 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Causal Loop Diagram, Feedback Notes, Leverage Points | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | Continuous improvementLeanExperiments | FeedbackSystems thinkingCausalityDynamics | LeanObservationProcessOperations |