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 |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 90-180 min | 60-90 min |
Participantsdifferent | 2-5 | 2-8 | 4-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Stakeholder Map, Engagement Plan, Risk Notes | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class |
Tagsno overlap | LeanProblem solvingCoachingOperations | StakeholdersAlignmentFacilitationChange | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance |