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| Criterion |  Operations Kepner-Tregoe |  Facilitation Mind Mapping |  Operations A3 Problem Solving |  Innovation Brainwriting |
|---|---|---|---|---|
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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-8 h | 15-45 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-8 | 1-10 | 2-5 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations | BrainstormingCollaborationInclusionIdeas |