View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations Gemba Walk |  Systems Thinking Leverage Points |  Decision Making Assumption Surfacing |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-120 min | Half day | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LeanObservationProcessOperations | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery | DecisionChangeLearningStrategy |