View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations A3 Problem Solving |  Innovation Design Thinking |  Facilitation Consensus Workshop |  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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | 1 Tag bis mehrere Wochen | 1-3 h | 15-30 min |
Participantsdifferent | 2-5 | 4-10 | 5-30 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Prototype, Test Learnings | Consensus Clusters, Theme Titles, Priority Areas | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | InnovationPrototypeResearch | FacilitationConsensusWorkshopAlignment | Root causeIncidentLeanProblem solving |