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| Criterion |  Systems Thinking Wardley Mapping |  Operations Gemba Walk |  Operations A3 Problem Solving |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-120 min | 45-90 min | 1-3 h |
Participantsdifferent | 2-10 | 2-6 | 2-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | StrategySystems thinkingDynamics | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations | FeedbackSystems thinkingCausalityDynamics |