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| Criterion |  Operations Gemba Walk |  Systems Thinking VUCA Scan |  Decision Making Delphi Method |  Decision Making Argument Mapping |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 30-120 min | 30-90 min | 1-4 Wochen | 1-3 h |
Participantsdifferent | 2-6 | 1-10 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | VUCA Map, Response Options, Signal and Learning Plan | Expert Forecast, Consensus Range, Assumption Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | LeanObservationProcessOperations | SensemakingUncertaintyComplexityStrategyForesight | ForecastingExpertsDecisionStrategy | SensemakingDecisionRationale |