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| Criterion |  Facilitation Expectation Mapping |  Operations 5 Whys |  Operations Gemba Walk |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Low | Low | Medium |
Timedifferent | 45-90 min | 15-30 min | 30-120 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 2-6 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Root cause notes, Countermeasures | Observation Notes, Improvement Ideas | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | AlignmentStakeholdersTeam | Root causeIncidentLeanProblem solving | LeanObservationProcessOperations | LeanProblem solvingCoachingOperations |