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| Criterion |  Decision Making Decision Tree |  Operations 5 Whys |  Innovation TRIZ |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 30-90 min | 15-30 min | 1-4 h | 1-3 h |
Participantsdifferent | 1-6 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Root cause notes, Countermeasures | Contradiction Statement, Inventive Principles, Solution Concepts | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | DecisionTreeOptions | Root causeIncidentLeanProblem solving | InnovationProblem solvingContradictionsCreativity | Root causeTreeIncidentQuality |