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| Criterion |  Decision Making Delphi Method |  Operations Kepner-Tregoe |  Operations ALPEN Method |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 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 | High | Low | Low |
Timedifferent | 1-4 Wochen | 2-8 h | 10-20 min daily | 15-30 min |
Participantsdifferent | 6-30 Experten | 2-8 | 1 | 2-6 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Problem Analysis, Decision Analysis, Risk Plan | Daily Plan, Time Estimates, Review Notes | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Problem solvingRoot causeDecisionOperations | PlanningTime managementProductivityOperations | Root causeIncidentLeanProblem solving |