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| Criterion |  Innovation Design Thinking |  Operations Kepner-Tregoe |  Operations 5 Whys |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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 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. | 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 | High | High | Low | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 2-8 h | 15-30 min | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | InnovationPrototypeResearch | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving | LeanProblem solvingCoachingOperations |