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| Criterion |  Operations Change Analysis |  Decision Making Red Teaming |  Operations A3 Problem Solving |  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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 | Medium | High | Medium | High |
Timedifferent | 45-120 min | 1-4 h | 45-90 min | 2-8 h |
Participantsdifferent | 2-6 | 3-8 | 2-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Challenge Findings, Risk Register, Mitigation Plan | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionSensemaking | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations |