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| Criterion |  Decision Making Option Framing |  Operations Kaizen Event |  Facilitation Stakeholder Mapping |
|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 45-120 min | 0.5-5 Tage | 60–90 min |
Participantsdifferent | 3-8 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OptionsDecision framingStrategyComparison | LeanContinuous improvementOperations | StakeholdersAlignmentFacilitationChange |
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