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| Criterion |  Operations A3 Problem Solving |  Facilitation Alignment Mapping |  Architecture Views and Beyond |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Views and Beyond organizes architecture into several views so no single diagram has to do everything at once. This makes it possible to choose the representation that fits the stakeholder's question. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 h | 1-3 Tage | 60-90 min |
Participantsdifferent | 2-5 | 4-12 | 1-4 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Alignment Map, Open Issues, Decision Questions | Architecture Views, Cross-view Notes, Rationale | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanProblem solvingCoachingOperations | AlignmentStakeholdersStrategyFacilitation | DocumentationStakeholdersArchitecture | StakeholdersFacilitationAlignmentGovernance |