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| Criterion |  Decision Making Radar |  Operations Gemba Walk |  Systems Thinking Intervention Mapping |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 30-120 min | 1-5 Tage | 45-90 min |
Participantsdifferent | 2-10 | 2-6 | 4-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Observation Notes, Improvement Ideas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AssessmentPortfolioCapability | LeanObservationProcessOperations | ChangeSystems thinkingCapability | LeanProblem solvingCoachingOperations |