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| Criterion |  Operations RACI Matrix |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|
Purposedifferent | 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. | 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 | Low | Medium | Low |
Timedifferent | 45-90 min | 90-180 min | 15-30 min |
Participantsdifferent | 2-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | RolesResponsibilityGovernanceOperations | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
