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| Criterion |  Operations A3 Problem Solving |  Product Strategy Impact Mapping |  Operations Kepner-Tregoe |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 45-90 min | 2-8 h | 30-90 min |
Participantsdifferent | 2-5 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Impact Map, Outcome Hypotheses, Delivery Options | Problem Analysis, Decision Analysis, Risk Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | LeanProblem solvingCoachingOperations | OutcomesStrategyBehaviorPlanning | Problem solvingRoot causeDecisionOperations | ConstraintsDecisionPlanningOptions |