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| Criterion |  Operations Accountability Ladder |  Operations ABC Analysis |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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 | Low | Low | Medium | High |
Timedifferent | 20-45 min | 30-60 min | 45-90 min | 2-8 h |
Participantsdifferent | 1-8 | 1-5 | 2-5 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | ABC Classification, Focus Rules, Control List | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ResponsibilityLeadershipTeam | PrioritizationOperationsPortfolio | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |