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| Criterion |  Decision Making Assumption Surfacing |  Operations A3 Problem Solving |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 60-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | A3 Report, Action Plan, Root Cause Analysis | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | LeanProblem solvingCoachingOperations | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |