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| Criterion |  Decision Making Decision Rights Mapping |  Operations After-Action Review |  Operations 5 Whys |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 20-45 min | 15-30 min | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 2-6 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LearningOperationsImprovement | Root causeIncidentLeanProblem solving | DecisionRolesGovernanceAlignment |