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| Criterion |  Operations Waste Analysis |  Knowledge Modeling Knowledge Mapping |  Knowledge Modeling Concept Mapping |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 45-120 min | 1-3 h | 1-2 h | 1-4 h |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Concept Map, Relationship Labels, Knowledge Gaps | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | WasteLeanProcess improvement | KnowledgeMappingRisk | KnowledgeConceptsMappingSensemaking | RiskDecisionSensemaking |