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| Criterion |  Decision Making Decision Tree |  Operations Theory of Constraints |  Operations After-Action Review |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 30-90 min | 2-4 h Analyse, laufend | 20-45 min | 2-8 h |
Participantsdifferent | 1-6 | 3-12 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint Map, Improvement Plan, Flow Metrics | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionTreeOptions | OperationsConstraintsFlowImprovement | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations |