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| Criterion |  Systems Thinking Rich Picture |  Operations PDCA Cycle |  Operations Gemba Walk |  Systems Thinking CATWOE Analysis |
|---|---|---|---|---|
Purposedifferent | A Rich Picture brings an unclear situation onto a shared drawing. It captures actors, tensions, information flows, and blind spots before the team jumps to solutions too early. | 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 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-90 min | 1 h bis mehrere Wochen | 30-120 min | 45-90 min |
Participantsdifferent | 2-10 | 1-8 | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Rich Picture, Problem Framing Notes | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Observation Notes, Improvement Ideas | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints |
Tagsno overlap | Systems thinkingSoft systemsFramingVisualization | Continuous improvementLeanExperiments | LeanObservationProcessOperations | Systems thinkingFramingStakeholders |