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| Criterion |  Operations Change Analysis |  Decision Making Decision Rights Mapping |  Systems Thinking Current Reality Tree |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. | 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 | Medium | Medium | High | Low |
Timedifferent | 45-120 min | 90-180 min | 2-6 h | 30-60 min |
Participantsdifferent | 2-6 | 4-12 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Decision Rights Matrix, Agreement | Current Reality Tree, Core Problems, Intervention Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionGovernanceAlignmentResponsibility | Systems thinkingRoot causeConstraintsCausality | DecisionRolesGovernanceAlignment |