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| Criterion |  Operations A3 Problem Solving |  Facilitation Six Thinking Hats |  Operations Kepner-Tregoe |  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 a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed 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 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 | High | Low |
Timedifferent | 45-90 min | 45-90 min | 2-8 h | 60-90 min |
Participantsdifferent | 2-5 | 4-12 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Perspective Notes, Decision Inputs, Action Items | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | LeanProblem solvingCoachingOperations | FacilitationOptionsDecision | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |