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| Criterion |  Operations Gemba Walk |  Facilitation Expectation Mapping |  Operations Kepner-Tregoe |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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 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 | Low | High | Medium |
Timedifferent | 30-120 min | 45-90 min | 2-8 h | 1-2 h |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Expectation Map, Alignment Notes, Agreements | Problem Analysis, Decision Analysis, Risk Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | LeanObservationProcessOperations | AlignmentStakeholdersTeam | Problem solvingRoot causeDecisionOperations | AlignmentStakeholdersStrategyFacilitation |