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| Criterion |  Decision Making Constraint Analysis |  Operations 5 Whys |  Decision Making RAPID |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. | 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 | Low | Medium | High |
Timedifferent | 30-90 min | 15-30 min | 45-90 min | 2-8 h |
Participantsdifferent | 2-8 | 2-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Root cause notes, Countermeasures | RAPID Role Map, Recommendation, Decision Log | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving | DecisionRolesGovernance | Problem solvingRoot causeDecisionOperations |