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| Criterion |  Decision Making Delphi Method |  Operations A3 Problem Solving |  Decision Making Force Field Analysis |  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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | Low |
Timedifferent | 1-4 Wochen | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 6-30 Experten | 2-5 | 3-12 | 2-6 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis | Force Field Map, Change Levers, Risk Notes | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanProblem solvingCoachingOperations | ChangeDecisionStrategy | Root causeIncidentLeanProblem solving |