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| Criterion |  Operations Gemba Walk |  Systems Thinking Soft Systems Methodology |  Decision Making Cynefin Workshop |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-120 min | 0.5-3 Tage | 60-180 min | 2-8 h |
Participantsdifferent | 2-6 | 5-15 | 4-20 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanObservationProcessOperations | Soft systemsComplexitySensemakingSystems thinking | ComplexitySensemakingDecision | Problem solvingRoot causeDecisionOperations |