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 |  Facilitation Expectation Mapping |  Facilitation Team Charter |  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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 2-4 h | 15-30 min |
Participantsdifferent | 2-5 | 3-12 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Expectation Map, Alignment Notes, Agreements | Team Charter, Working Norms, Role Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | AlignmentStakeholdersTeam | TeamAlignmentCollaboration | Root causeIncidentLeanProblem solving |