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| Criterion |  Operations Process Mapping |  Decision Making Decision Tree |  Decision Making DACI |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-90 min | 30-60 min | 90-180 min |
Participantsdifferent | 3-10 | 1-6 | 2-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | ProcessOperationsImprovement | DecisionTreeOptions | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility |