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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Intervention Mapping |  Systems Thinking Evaporating Cloud |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | 1-5 Tage | 60-120 min | 15-30 min |
Participantsdifferent | 2-5 | 4-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | ChangeSystems thinkingCapability | Theory of ConstraintsAssumptionsSystems thinking | Root causeIncidentLeanProblem solving |