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| Criterion |  Business Strategy Strategy Map |  Operations A3 Problem Solving |  Operations Kepner-Tregoe |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 2-8 h | 2-6 h |
Participantsdifferent | 4-10 | 2-5 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | A3 Report, Action Plan, Root Cause Analysis | Problem Analysis, Decision Analysis, Risk Plan | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | AlignmentExecutionGoalsCausality | LeanProblem solvingCoachingOperations | Problem solvingRoot causeDecisionOperations | Systems thinkingRoot causeConstraintsCausality |