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| Criterion |  Decision Making Decision Rights Mapping |  Operations After-Action Review |  Operations 8D Problem Solving |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | High | High |
Timedifferent | 90-180 min | 20-45 min | 1-6 Wochen | 2-8 h |
Participantsdifferent | 4-12 | 3-12 | 4-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Lessons learned, Action items, Event summary | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LearningOperationsImprovement | QualityProblem solvingRoot cause | Problem solvingRoot causeDecisionOperations |