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| Criterion |  Decision Making Delphi Method |  Operations ALPEN Method |  Operations Kepner-Tregoe |  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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | 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 | Low | High | Low |
Timedifferent | 1-4 Wochen | 10-20 min daily | 2-8 h | 15-30 min |
Participantsdifferent | 6-30 Experten | 1 | 2-8 | 2-6 |
Formatdifferent | Async | Async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Daily Plan, Time Estimates, Review Notes | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | PlanningTime managementProductivityOperations | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |