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| Criterion |  Decision Making Constraint Analysis |  Operations A3 Problem Solving |  Operations Getting Things Done |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 1-2 h Setup, laufend | 15-30 min |
Participantsdifferent | 2-8 | 2-5 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | A3 Report, Action Plan, Root Cause Analysis | Action Lists, Project List, Review Routine | Root cause notes, Countermeasures |
Tagsno overlap | ConstraintsDecisionPlanningOptions | LeanProblem solvingCoachingOperations | ProductivityPlanningTasksExecution | Root causeIncidentLeanProblem solving |