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| Criterion |  Operations A3 Problem Solving |  UX Research Empathy Mapping |  Operations Gemba Walk |  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. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Low | Low |
Timedifferent | 45-90 min | 30–60 min | 30-120 min | 60-90 min |
Participantsdifferent | 2-5 | 4-8 | 2-6 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Empathy Map, Assumptions List, Research Gaps | Observation Notes, Improvement Ideas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanProblem solvingCoachingOperations | SynthesisQualitativeWorkshop | LeanObservationProcessOperations | FacilitationDecisionProblem solvingWorkshop |