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| Criterion |  Operations A3 Problem Solving |  Operations Accountability Ladder |  Operations Kepner-Tregoe |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 45-90 min | 20-45 min | 2-8 h | 90-180 min |
Participantsdifferent | 2-5 | 1-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Ownership Reflection, Action Commitment, Coaching Notes | Problem Analysis, Decision Analysis, Risk Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | LeanProblem solvingCoachingOperations | ResponsibilityLeadershipTeam | Problem solvingRoot causeDecisionOperations | DecisionGovernanceAlignmentResponsibility |