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| Criterion |  Operations Gemba Walk |  Systems Thinking Soft Systems Methodology |  Operations Process Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-120 min | 0.5-3 Tage | 1-3 h | 60-180 min |
Participantsdifferent | 2-6 | 5-15 | 3-10 | 4-20 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Process Map, Handoff List, Improvement Backlog | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | LeanObservationProcessOperations | Soft systemsComplexitySensemakingSystems thinking | ProcessOperationsImprovement | ComplexitySensemakingDecision |