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| Criterion |  Operations PDCA Cycle |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | 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 | Low | Medium | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 1-2 h | 90-180 min initial, dann laufend | 60–90 min |
Participantsdifferent | 1-8 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | Continuous improvementLeanExperiments | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement | StakeholdersAlignmentFacilitationChange |