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| Criterion |  Operations Gemba Walk |  Decision Making Delphi Method |  Facilitation Stakeholder Mapping |  Facilitation Alignment 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 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-120 min | 1-4 Wochen | 60–90 min | 1-2 h |
Participantsdifferent | 2-6 | 6-30 Experten | 2-8 | 4-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Expert Forecast, Consensus Range, Assumption Notes | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanObservationProcessOperations | ForecastingExpertsDecisionStrategy | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation |