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| Criterion |  Operations Visual Management |  Operations Gemba Walk |  Product Strategy DIBB |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 30-120 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-20 | 2-6 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Observation Notes, Improvement Ideas | DIBB document, Belief list, Bet list, Learning report | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | LeanObservationProcessOperations | StrategyDecisionAssumptionsHypothesis | ChangeDecisionStrategy |