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| Criterion |  Operations Accountability Ladder |  Systems Thinking Polarity Mapping |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20-45 min | 1-2 h | 15-30 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 2-6 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Polarity Map, Warning Signs, Balance Actions | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingTradeoffsLeadership | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |