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| Criterion |  Decision Making Decision Tree |  Operations ABC Analysis |  Operations Root Cause Tree Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-90 min | 30-60 min | 1-3 h | 30-60 min |
Participantsdifferent | 1-6 | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | ABC Classification, Focus Rules, Control List | Cause Tree, Evidence Notes, Countermeasures | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | DecisionTreeOptions | PrioritizationOperationsPortfolio | Root causeTreeIncidentQuality | Root causeQualityOperations |