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| Criterion |  Operations Gemba Walk |  Innovation Brainstorming |  Operations Kepner-Tregoe |  Facilitation Decision Jam |
|---|---|---|---|---|
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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 30-120 min | 30-60 min | 2-8 h | 60-90 min |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Idea pool, Theme clusters, Shortlist | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanObservationProcessOperations | BrainstormingIdeationCreativityWorkshopDivergence | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |