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| Criterion |  Operations Gemba Walk |  Decision Making Argument Mapping |  Operations After-Action Review |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 1-3 h | 20-45 min | 1-3 h |
Participantsdifferent | 2-6 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Argument Map, Evidence Gaps, Decision Rationale | Lessons learned, Action items, Event summary | Issue Map, Positions, Argument Notes |
Tagsno overlap | LeanObservationProcessOperations | SensemakingDecisionRationale | LearningOperationsImprovement | RationaleKnowledgeDecision |