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| Criterion |  Operations 5 Whys |  Decision Making Red Teaming |  Operations Root Cause Analysis |
|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | High | Medium |
Timedifferent | 15-30 min | 1-4 h | 1-4 h |
Participantsdifferent | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Challenge Findings, Risk Register, Mitigation Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | RiskDecisionSensemaking | Root causeProblem solvingQualityIncident |
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