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| Criterion |  Operations Gemba Walk |  Facilitation Stakeholder Salience Model |  Facilitation Alignment 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-120 min | 60-90 min | 1-2 h | 15-45 min |
Participantsdifferent | 2-6 | 3-6 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | LeanObservationProcessOperations | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation | ComparisonFacilitationAlignment |