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| Criterion |  Operations Standard Work Analysis |  Decision Making Constraint Analysis |  Decision Making Argument Mapping |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-90 min | 1-3 h | 30-90 min |
Participantsdifferent | 2-6 | 2-8 | 1-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Argument Map, Evidence Gaps, Decision Rationale | Decision Tree, Option Map, Assumption List |
Tagsno overlap | LeanProcessQuality | ConstraintsDecisionPlanningOptions | SensemakingDecisionRationale | DecisionTreeOptions |