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| Criterion |  Operations Gemba Walk |  Decision Making Delphi Method |  Facilitation Alignment Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-120 min | 1-4 Wochen | 1-2 h | 60-90 min |
Participantsdifferent | 2-6 | 6-30 Experten | 4-12 | 3-6 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Expert Forecast, Consensus Range, Assumption Notes | Alignment Map, Open Issues, Decision Questions | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanObservationProcessOperations | ForecastingExpertsDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | StakeholdersFacilitationAlignmentGovernance |