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| Criterion |  Facilitation Lean Coffee |  Knowledge Modeling IBIS |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 1-3 h | 45-90 min | 15-30 min |
Participantsdifferent | 3-20 | 2-8 | 2-5 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Issue Map, Positions, Argument Notes | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | FacilitationAutonomyDialogue | RationaleKnowledgeDecision | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |