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| Criterion |  Operations Gemba Walk |  Decision Making Force Field Analysis |  Domain Modeling Context Map |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 45-90 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | Context Map, Integration Patterns, Boundary Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | ChangeDecisionStrategy | Domain-Driven DesignBoundariesStrategy | LeanProblem solvingCoachingOperations |