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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Operations Gemba Walk |  Systems Thinking Futures Wheel |
|---|---|---|---|---|
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. | 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. | 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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | Ongoing | 1-5 Tage | 30-120 min | 60-120 min |
Participantsdifferent | 1-20 | 4-12 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Observation Notes, Improvement Ideas | Futures Wheel, Consequence Chains, Strategic Signals |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | LeanObservationProcessOperations | ForesightSystems thinkingSignals |