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| Criterion |  Decision Making Constraint Analysis |  Operations 5 Whys |  Decision Making RAPID |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-90 min | 15-30 min | 45-90 min | 1-4 h |
Participantsdifferent | 2-8 | 2-6 | 3-12 | 3-8 |
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 Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving | DecisionRolesGovernance | Root causeProblem solvingQualityIncident |