View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy GAP Analysis |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-3 h | 2-8 h | 45-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | StrategyAnalysisPlanning | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |