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| Criterion |  Operations A3 Problem Solving |  Facilitation Alignment Mapping |  Operations Kepner-Tregoe |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h | 2-8 h | 30-60 min |
Participantsdifferent | 2-5 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Alignment Map, Open Issues, Decision Questions | Problem Analysis, Decision Analysis, Risk Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | LeanProblem solvingCoachingOperations | AlignmentStakeholdersStrategyFacilitation | Problem solvingRoot causeDecisionOperations | StakeholdersFacilitationAlignmentPlanning |