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| Criterion |  Systems Thinking Leverage Points |  Operations Gemba Walk |  Systems Thinking Evaporating Cloud |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 30-120 min | 60-120 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Observation Notes, Improvement Ideas | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | Systems thinkingChangeStrategy | LeanObservationProcessOperations | Theory of ConstraintsAssumptionsSystems thinking | LeanProblem solvingCoachingOperations |