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| Criterion |  Operations Change Analysis |  Decision Making Decision Tree |  Operations Fishbone Diagram |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-120 min | 30-90 min | 30-60 min | 1-3 h |
Participantsdifferent | 2-6 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Decision Tree, Option Map, Assumption List | Fishbone Diagram, Cause Categories, Investigation Backlog | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionTreeOptions | Root causeQualityOperations | Root causeTreeIncidentQuality |