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| Criterion |  Operations Gemba Walk |  Operations After-Action Review |  Decision Making Delphi Method |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-120 min | 20-45 min | 1-4 Wochen | 1-2 h |
Participantsdifferent | 2-6 | 3-12 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Expert Forecast, Consensus Range, Assumption Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanObservationProcessOperations | LearningOperationsImprovement | ForecastingExpertsDecisionStrategy | StrategyDecisionAssumptionsHypothesis |