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| Criterion |  Decision Making Delphi Method |  Decision Making Risk Matrix |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 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. |
Complexitydifferent | High | Low | High | Medium |
Timedifferent | 1-4 Wochen | 30-60 min | 2-8 h | 45-90 min |
Participantsdifferent | 6-30 Experten | 3-10 | 2-8 | 2-5 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Risk Matrix, Top Risk List | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ForecastingExpertsDecisionStrategy | RiskDecisionPrioritizationAssessment | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |