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| Criterion |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |  Innovation Design Charrette |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-8 h | 45-90 min | Halber Tag bis mehrere Tage | 60-90 min |
Participantsdifferent | 2-8 | 2-5 | 10-50 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations | BrainstormingWorkshopCollaborationIdeation | FacilitationDecisionProblem solvingWorkshop |