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| Criterion |  Business Strategy Balanced Scorecard |  Operations A3 Problem Solving |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | Medium | Low | Low |
Timedifferent | Halber Tag bis mehrere Wochen | 45-90 min | 60-90 min | 15-30 min |
Participantsdifferent | 4-12 | 2-5 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Balanced Scorecard, Strategic Measures, Initiative Map | A3 Report, Action Plan, Root Cause Analysis | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | StrategyMetricsExecution | LeanProblem solvingCoachingOperations | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |