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| Criterion |  Operations Change Analysis |  Operations A3 Problem Solving |  Facilitation Stakeholder Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Medium | Low | High |
Timedifferent | 45-120 min | 45-90 min | 60–90 min | 2-8 h |
Participantsdifferent | 2-6 | 2-5 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | A3 Report, Action Plan, Root Cause Analysis | Stakeholder Map, Engagement Plan, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanProblem solvingCoachingOperations | StakeholdersAlignmentFacilitationChange | Problem solvingRoot causeDecisionOperations |