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| Criterion |  Operations Gemba Walk |  Decision Making Force Field Analysis |  Operations After-Action Review |  Decision Making Delphi Method |
|---|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | 30-120 min | 45-90 min | 20-45 min | 1-4 Wochen |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | Lessons learned, Action items, Event summary | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanObservationProcessOperations | ChangeDecisionStrategy | LearningOperationsImprovement | ForecastingExpertsDecisionStrategy |