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| Criterion |  Operations Gemba Walk |  Decision Making Argument Mapping |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights 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 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 1-3 h | 60-90 min | 90-180 min |
Participantsdifferent | 2-6 | 1-8 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Argument Map, Evidence Gaps, Decision Rationale | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | LeanObservationProcessOperations | SensemakingDecisionRationale | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |