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| Criterion |  Operations Gemba Walk |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |  Knowledge Modeling Concept 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-120 min | 1-3 h | 1-3 h | 1-2 h |
Participantsdifferent | 2-6 | 2-8 | 1-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | LeanObservationProcessOperations | RationaleKnowledgeDecision | SensemakingDecisionRationale | KnowledgeConceptsMappingSensemaking |