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| Criterion |  Decision Making Delphi Method |  Operations 5 Whys |  Decision Making Decision Rights Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. | 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. | 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 | High | Low | Medium | High |
Timedifferent | 1-4 Wochen | 15-30 min | 90-180 min | 2-8 h |
Participantsdifferent | 6-30 Experten | 2-6 | 4-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures | Decision Rights Matrix, Agreement | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving | DecisionGovernanceAlignmentResponsibility | Problem solvingRoot causeDecisionOperations |