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| Criterion |  Operations Gemba Walk |  Decision Making Force Field Analysis |  Decision Making Cynefin Workshop |  Decision Making Argument 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. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 45-90 min | 60-180 min | 1-3 h |
Participantsdifferent | 2-6 | 3-12 | 4-20 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LeanObservationProcessOperations | ChangeDecisionStrategy | ComplexitySensemakingDecision | SensemakingDecisionRationale |