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| Criterion |  Decision Making Delphi Method |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 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. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 1-4 Wochen | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 6-30 Experten | 2-5 | 4-12 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |