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| Criterion |  Operations Gemba Walk |  Facilitation Team Charter |  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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-120 min | 2-4 h | 30-60 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Team Charter, Working Norms, Role Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LeanObservationProcessOperations | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentPlanning |
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