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| Criterion |  Operations A3 Problem Solving |  Facilitation Storytelling |  Delivery Communication Plan |  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 an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | 45-120 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-5 | 1-6 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Narrative Outline, Key Message, Story Arc | Communication Plan, Channel Matrix, Message Cadence | Root cause notes, Countermeasures |
Tagsno overlap | LeanProblem solvingCoachingOperations | CommunicationNarrativeStakeholdersFacilitation | CommunicationStakeholdersDeliveryPlanning | Root causeIncidentLeanProblem solving |