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| Criterion |  Operations Kaizen Event |  Decision Making Argument Mapping |  Facilitation Power Interest Grid |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | 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. | 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 | Medium | Medium | Low | Low |
Timedifferent | 0.5-5 Tage | 1-3 h | 30-60 min | 15-45 min |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Argument Map, Evidence Gaps, Decision Rationale | Power Interest Grid, Strategy per Stakeholder | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | LeanContinuous improvementOperations | SensemakingDecisionRationale | StakeholdersFacilitationAlignmentPlanning | ComparisonFacilitationAlignment |