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| Criterion |  Decision Making Decision Matrix |  Decision Making Constraint Analysis |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | 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 | Medium | Low | Low | High |
Timedifferent | 45-90 min | 30-90 min | 15-30 min | 2-8 h |
Participantsdifferent | 2-8 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |