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| Criterion |  Operations Gemba Walk |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | High | Low |
Timedifferent | 30-120 min | Half day | 1-4 Wochen | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |