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| Criterion |  Operations A3 Problem Solving |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 2-5 | 2-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |