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| Criterion |  Decision Making Decision Tree |  Operations A3 Problem Solving |  Innovation TRIZ |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | High |
Timedifferent | 30-90 min | 45-90 min | 1-4 h | 2-8 h |
Participantsdifferent | 1-6 | 2-5 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionTreeOptions | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | Problem solvingRoot causeDecisionOperations |