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| Criterion |  Operations Gemba Walk |  Knowledge Modeling Concept Mapping |  Decision Making Assumption Surfacing |  Decision Making Argument 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-120 min | 1-2 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 1-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Concept Map, Relationship Labels, Knowledge Gaps | Assumption List, Critical Assumptions, Learning Plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LeanObservationProcessOperations | KnowledgeConceptsMappingSensemaking | AssumptionsRiskDecisionDiscovery | SensemakingDecisionRationale |