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| Criterion |  Decision Making Decision Rights Mapping |  Operations After-Action Review |  Operations Kepner-Tregoe |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low |
Timedifferent | 90-180 min | 20-45 min | 2-8 h | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernanceAlignment |