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| Criterion |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 90-180 min | 60-90 min | 2-8 h |
Participantsdifferent | 2-5 | 4-12 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance | Problem solvingRoot causeDecisionOperations |