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| Criterion |  Facilitation Lean Coffee |  Operations Change Analysis |  Operations 5 Whys |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 45-120 min | 15-30 min | 15-45 min |
Participantsdifferent | 3-20 | 2-6 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Root cause notes, Countermeasures | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | FacilitationAutonomyDialogue | ChangeRoot causeTroubleshootingComparison | Root causeIncidentLeanProblem solving | ComparisonFacilitationAlignment |