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| Criterion |  Operations A3 Problem Solving |  Facilitation Power Interest Grid |  Operations Kepner-Tregoe |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-90 min | 30-60 min | 2-8 h | 60–90 min |
Participantsdifferent | 2-5 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Power Interest Grid, Strategy per Stakeholder | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentPlanning | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange |