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| Criterion |  Operations Visual Management |  Systems Thinking Soft Systems Methodology |  Decision Making Red Teaming |  Operations Failure Mode and Effects 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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | High | High | High |
Timedifferent | Ongoing | 0.5-3 Tage | 1-4 h | 2-6 h |
Participantsdifferent | 1-20 | 5-15 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Challenge Findings, Risk Register, Mitigation Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | SignalsOperationsVisual management | Soft systemsComplexitySensemakingSystems thinking | RiskDecisionSensemaking | RiskQualityOperationsRoot cause |