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| Criterion |  Operations Kepner-Tregoe |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Medium | Low |
Timedifferent | 2-8 h | 1-4 Wochen | 90-180 min | 15-30 min |
Participantsdifferent | 2-8 | 6-30 Experten | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |