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| Criterion |  Operations A3 Problem Solving |  Innovation Design Sprint |  Decision Making Assumption Surfacing |  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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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. | 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 | High | Low | High |
Timedifferent | 45-90 min | 4-5 Tage | 45-90 min | 2-8 h |
Participantsdifferent | 2-5 | 5-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Prototype, Test Findings, Decision Rationale | Assumption List, Critical Assumptions, Learning Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | Design sprintPrototypeValidationInnovation | AssumptionsRiskDecisionDiscovery | Problem solvingRoot causeDecisionOperations |