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| Criterion |  Operations 5 Whys |  Business Strategy Strategic, Tactical and Operational Planning |  Decision Making Decision Rights Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 15-30 min | 90-180 min | 90-180 min | 2-8 h |
Participantsdifferent | 2-6 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Decision Rights Matrix, Agreement | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | Root causeIncidentLeanProblem solving | CadenceGovernanceExecution | DecisionGovernanceAlignmentResponsibility | Problem solvingRoot causeDecisionOperations |