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| Criterion |  Operations 5 Whys |  Decision Making Delphi Method |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 15-30 min | 1-4 Wochen | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 6-30 Experten | 3-12 | 2-10 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Expert Forecast, Consensus Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | Root causeIncidentLeanProblem solving | ForecastingExpertsDecisionStrategy | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |