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| Criterion |  Operations Kepner-Tregoe |  Decision Making RAPID |  Operations RACI Matrix |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | Low |
Timedifferent | 2-8 h | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | RAPID Role Map, Recommendation, Decision Log | RACI Matrix, Responsibility Map, Decision Notes | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernance | RolesResponsibilityGovernanceOperations | Root causeIncidentLeanProblem solving |