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| Criterion |  Operations Gemba Walk |  Facilitation Responsibility Poker |  Facilitation Power Interest Grid |
|---|---|---|---|
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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 30-120 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 3-10 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Responsibility Map, Role Agreements, Open Questions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LeanObservationProcessOperations | RolesResponsibilityTeamFacilitation | StakeholdersFacilitationAlignmentPlanning |
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