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| Criterion |  Innovation Double Diamond |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | High |
Timedifferent | Wochen bis Monate | 45-90 min | 90-180 min | 2-8 h |
Participantsdifferent | 3-12 | 2-5 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ProcessDivergenceInnovation | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility | Problem solvingRoot causeDecisionOperations |