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| Criterion |  Operations Gemba Walk |  Systems Thinking VUCA Scan |  Decision Making Argument Mapping |  Product Strategy DIBB |
|---|---|---|---|---|
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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-120 min | 30-90 min | 1-3 h | 1-2 h |
Participantsdifferent | 2-6 | 1-10 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | VUCA Map, Response Options, Signal and Learning Plan | Argument Map, Evidence Gaps, Decision Rationale | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanObservationProcessOperations | SensemakingUncertaintyComplexityStrategyForesight | SensemakingDecisionRationale | StrategyDecisionAssumptionsHypothesis |