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| Criterion |  Operations A3 Problem Solving |  Systems Thinking Intervention Mapping |  Operations Gemba Walk |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 45-90 min | 1-5 Tage | 30-120 min | 2-4 h |
Participantsdifferent | 2-5 | 4-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Observation Notes, Improvement Ideas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanProblem solvingCoachingOperations | ChangeSystems thinkingCapability | LeanObservationProcessOperations | Theory of ConstraintsSystems thinkingChange |