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| Criterion |  Operations A3 Problem Solving |  Facilitation Expectation Mapping |  Team Design Team Topologies Interaction Modes |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Half day | 15-30 min |
Participantsdifferent | 2-5 | 3-12 | Team-Leads plus Architecture | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Expectation Map, Alignment Notes, Agreements | Interaction Heat Map, Agreements per Pair | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | AlignmentStakeholdersTeam | TeamAlignmentCollaborationOrganization | Root causeIncidentLeanProblem solving |