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| Criterion |  Facilitation Mind Mapping |  Operations A3 Problem Solving |  Operations After-Action Review |  Innovation Brainwriting |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Low | Medium | Low | Low |
Timedifferent | 15-45 min | 45-90 min | 20-45 min | 15-30 min |
Participantsdifferent | 1-10 | 2-5 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Idea sheets, Expanded concepts, Prioritized list |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | BrainstormingCollaborationInclusionIdeas |