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| Criterion |  Operations Gemba Walk |  Facilitation Alignment Mapping |  Decision Making Decision Framing Workshop |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 1-2 h | 60-120 min | 60–90 min |
Participantsdifferent | 2-6 | 4-12 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Alignment Map, Open Issues, Decision Questions | Decision Frame, Decision Question, Criteria List, Evidence Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | AlignmentStakeholdersStrategyFacilitation | Decision framingAlignmentCriteriaOptions | StakeholdersAlignmentFacilitationChange |