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| Criterion |  Operations Kaizen Event |  Knowledge Modeling Concept Mapping |  Decision Making Argument Mapping |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 0.5-5 Tage | 1-2 h | 1-3 h | 60-180 min |
Participantsdifferent | 4-10 | 1-8 | 1-8 | 4-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Concept Map, Relationship Labels, Knowledge Gaps | Argument Map, Evidence Gaps, Decision Rationale | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | LeanContinuous improvementOperations | KnowledgeConceptsMappingSensemaking | SensemakingDecisionRationale | ComplexitySensemakingDecision |