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| Criterion |  Operations Gemba Walk |  Facilitation Power Interest Grid |  Facilitation Expectation Mapping |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-120 min | 30-60 min | 45-90 min | 15-45 min |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | LeanObservationProcessOperations | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam | ComparisonFacilitationAlignment |