View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Operations A3 Problem Solving |  Facilitation Stakeholder Mapping |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 60–90 min | 45-90 min | 60-90 min |
Participantsdifferent | 2-5 | 2-8 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Stakeholder Map, Engagement Plan, Risk Notes | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanProblem solvingCoachingOperations | StakeholdersAlignmentFacilitationChange | Systems thinkingFramingStakeholders | StakeholdersFacilitationAlignmentGovernance |