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| Criterion |  Operations A3 Problem Solving |  Systems Thinking VUCA Scan |  Systems Thinking Soft Systems Methodology |  Operations Gemba Walk |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-90 min | 30-90 min | 0.5-3 Tage | 30-120 min |
Participantsdifferent | 2-5 | 1-10 | 5-15 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | VUCA Map, Response Options, Signal and Learning Plan | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Observation Notes, Improvement Ideas |
Tagsno overlap | LeanProblem solvingCoachingOperations | SensemakingUncertaintyComplexityStrategyForesight | Soft systemsComplexitySensemakingSystems thinking | LeanObservationProcessOperations |