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| Criterion |  Operations A3 Problem Solving |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 60–90 min | 15-30 min |
Participantsdifferent | 2-5 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange | Root causeIncidentLeanProblem solving |