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| Criterion |  Facilitation Mind Mapping |  Operations Gemba Walk |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-45 min | 30-120 min | 60-90 min | 15-30 min |
Participantsdifferent | 1-10 | 2-6 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Observation Notes, Improvement Ideas | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanObservationProcessOperations | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |