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| Criterion |  Operations Gemba Walk |  Decision Making Force Field Analysis |  Domain Modeling Context Map |  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. | 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. | 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 | Medium | High |
Timedifferent | 30-120 min | 45-90 min | 1-3 h | 1-4 Wochen |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | Context Map, Integration Patterns, Boundary Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanObservationProcessOperations | ChangeDecisionStrategy | Domain-Driven DesignBoundariesStrategy | ForecastingExpertsDecisionStrategy |