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| Criterion |  Operations 5 Whys |  Facilitation Decision Jam |  Innovation TRIZ |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 15-30 min | 60-90 min | 1-4 h | 2-8 h |
Participantsdifferent | 2-6 | 4-10 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Problem Cluster, Prioritized Challenge, Experiment | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Analysis, Decision Analysis, Risk Plan |
Tags1 shared | Root causeIncidentLeanProblem solving | FacilitationDecisionProblem solvingWorkshop | InnovationProblem solvingContradictionsCreativity | Problem solvingRoot causeDecisionOperations |