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| Criterion |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Operations Root Cause Analysis |  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. | 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Medium | High |
Timedifferent | 1-4 Wochen | 90-180 min | 1-4 h | 2-8 h |
Participantsdifferent | 6-30 Experten | 4-12 | 3-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | Root causeProblem solvingQualityIncident | Problem solvingRoot causeDecisionOperations |