View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy GAP Analysis |  Operations Root Cause Tree Analysis |  Decision Making Decision Tree |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-3 h | 30-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 1-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Cause Tree, Evidence Notes, Countermeasures | Decision Tree, Option Map, Assumption List | Root cause notes, Countermeasures |
Tagsno overlap | StrategyAnalysisPlanning | Root causeTreeIncidentQuality | DecisionTreeOptions | Root causeIncidentLeanProblem solving |