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| Criterion |  Operations Causal Factor Analysis |  Decision Making DACI |  Decision Making RAPID |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | 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. | 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 | High | Low | Medium | High |
Timedifferent | 2-6 h | 30-60 min | 45-90 min | 2-6 h |
Participantsdifferent | 3-10 | 2-10 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | CausalityIncidentRoot causeTimeline | DecisionRolesGovernanceAlignment | DecisionRolesGovernance | Systems thinkingRoot causeConstraintsCausality |