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| Criterion |  Operations Kepner-Tregoe |  Innovation TRIZ |  Facilitation Decision Jam |  Operations 5 Whys |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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 | High | High | Low | Low |
Timedifferent | 2-8 h | 1-4 h | 60-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tags1 shared | Problem solvingRoot causeDecisionOperations | InnovationProblem solvingContradictionsCreativity | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |