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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Futures Wheel |  Systems Thinking Current Reality Tree |  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. | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Medium | High | High |
Timedifferent | 45-90 min | 60-120 min | 2-6 h | 2-8 h |
Participantsdifferent | 2-5 | 3-10 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Futures Wheel, Consequence Chains, Strategic Signals | Current Reality Tree, Core Problems, Intervention Ideas | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | ForesightSystems thinkingSignals | Systems thinkingRoot causeConstraintsCausality | Problem solvingRoot causeDecisionOperations |