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| Criterion |  Operations A3 Problem Solving |  Systems Thinking VUCA Scan |  Operations Gemba Walk |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-90 min | 30-120 min | 60-180 min |
Participantsdifferent | 2-5 | 1-10 | 2-6 | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | VUCA Map, Response Options, Signal and Learning Plan | Observation Notes, Improvement Ideas | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | LeanProblem solvingCoachingOperations | SensemakingUncertaintyComplexityStrategyForesight | LeanObservationProcessOperations | ComplexitySensemakingDecision |