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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  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. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | High | Low | High |
Timedifferent | 45-90 min | 1-5 Tage | 45-90 min | 2-8 h |
Participantsdifferent | 2-5 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | ChangeSystems thinkingCapability | ChangeDecisionStrategy | Problem solvingRoot causeDecisionOperations |