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| Criterion |  Operations A3 Problem Solving |  Product Discovery Opportunity Interview |  Decision Making Assumption Surfacing |  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. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 30-60 min je Interview | 45-90 min | 60-90 min |
Participantsdifferent | 2-5 | 5-12 Interviews | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Interview Notes, Opportunity Themes, Customer Quotes | Assumption List, Critical Assumptions, Learning Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanProblem solvingCoachingOperations | DiscoveryInterviewsOpportunityCustomer | AssumptionsRiskDecisionDiscovery | FacilitationDecisionProblem solvingWorkshop |