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| Criterion |  Operations Visual Management |  Product Discovery Jobs to Be Done |  Operations Kepner-Tregoe |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 1-3 Wochen | 2-8 h | 60-90 min |
Participantsdifferent | 1-20 | 5-12 Interviews | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Job Stories, Outcome Statements, Opportunity List | Problem Analysis, Decision Analysis, Risk Plan | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | SignalsOperationsVisual management | CustomerOutcomesNeeds | Problem solvingRoot causeDecisionOperations | FacilitationDecisionProblem solvingWorkshop |