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| Criterion |  Decision Making Decision Rights Mapping |  Operations Root Cause Analysis |  Operations RACI Matrix |
|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 90-180 min | 1-4 h | 45-90 min |
Participantsdifferent | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | Root causeProblem solvingQualityIncident | RolesResponsibilityGovernanceOperations |
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