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| Criterion |  Innovation Design Thinking |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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 |
Timedifferent | 1 Tag bis mehrere Wochen | 90-180 min | 15-30 min |
Participantsdifferent | 4-10 | 4-12 | 2-6 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | InnovationPrototypeResearch | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |
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