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| Criterion |  Decision Making DACI |  Innovation Lean Startup |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | 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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 2-8 h | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 2-8 | 2-5 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | DecisionRolesGovernanceAlignment | LeanStartupValidationMVP | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |