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| Criterion |  Operations Visual Management |  Facilitation Lean Coffee |  Operations Accountability Ladder |  Facilitation Open Space Technology |
|---|---|---|---|---|
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 a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When a complex topic does not yet have a fitting agenda, Open Space Technology hands topic ownership back to the participants. The format suits questions that only move forward when real interest determines the order. |
Complexitydifferent | Low | Low | Low | High |
Timedifferent | Ongoing | 30-90 min | 20-45 min | 0.5-2 Tage |
Participantsdifferent | 1-20 | 3-20 | 1-8 | 20-500+ |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Prioritized Topics, Discussion Notes, Action Items | Ownership Reflection, Action Commitment, Coaching Notes | Session Marketplace, Proceedings, Action Topics |
Tagsno overlap | SignalsOperationsVisual management | FacilitationAutonomyDialogue | ResponsibilityLeadershipTeam | FacilitationLarge groupAutonomy |