View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Decision Making Decision Rights Mapping |  Knowledge Modeling IBIS |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 90-180 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-6 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Decision Rights Matrix, Agreement | Issue Map, Positions, Argument Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanObservationProcessOperations | DecisionGovernanceAlignmentResponsibility | RationaleKnowledgeDecision | DecisionRolesGovernanceAlignment |