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| Criterion |  Operations Gemba Walk |  Decision Making Red Teaming |  Operations A3 Problem Solving |  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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | High | Medium | Medium |
Timedifferent | 30-120 min | 1-4 h | 45-90 min | 1-3 h |
Participantsdifferent | 2-6 | 3-8 | 2-5 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Challenge Findings, Risk Register, Mitigation Plan | A3 Report, Action Plan, Root Cause Analysis | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LeanObservationProcessOperations | RiskDecisionSensemaking | LeanProblem solvingCoachingOperations | SensemakingDecisionRationale |