View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations A3 Problem Solving |  Facilitation Alignment Mapping |  Operations Kepner-Tregoe |  Facilitation Stakeholder 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. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 1-2 h | 2-8 h | 60–90 min |
Participantsdifferent | 2-5 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Alignment Map, Open Issues, Decision Questions | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanProblem solvingCoachingOperations | AlignmentStakeholdersStrategyFacilitation | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange |