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| Criterion |  Facilitation Decision Jam |  Systems Thinking Future Reality Tree |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 60-90 min | 2-4 h | 2-8 h | 45-90 min |
Participantsdifferent | 4-10 | 3-8 | 2-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Cluster, Prioritized Challenge, Experiment | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | FacilitationDecisionProblem solvingWorkshop | Theory of ConstraintsSystems thinkingChange | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |