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| Criterion |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 90-180 min | 60-90 min | 60-90 min |
Participantsdifferent | 2-5 | 4-12 | 3-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance | FacilitationDecisionProblem solvingWorkshop |