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| Criterion |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |  Facilitation Stakeholder Mapping |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | 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 depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-90 min | 2-8 h | 60–90 min | 60-90 min |
Participantsdifferent | 2-5 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange | FacilitationDecisionProblem solvingWorkshop |