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| Criterion |  Operations A3 Problem Solving |  Business Strategy Strategy Execution Loop |  Decision Making DACI |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 2-8 h |
Participantsdifferent | 2-5 | 5-12 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Execution Loop, Review Cadence, Strategic Learning Log | DACI Matrix, Decision Owner, Decision Log | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | LeanProblem solvingCoachingOperations | ExecutionCadenceLearningGovernance | DecisionRolesGovernanceAlignment | Problem solvingRoot causeDecisionOperations |