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| Criterion |  Operations RACI Matrix |  Operations Root Cause Analysis |  Operations Kepner-Tregoe |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 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 | Low | Medium | High | Medium |
Timedifferent | 45-90 min | 1-4 h | 2-8 h | 90-180 min |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Problem Analysis, Decision Analysis, Risk Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | RolesResponsibilityGovernanceOperations | Root causeProblem solvingQualityIncident | Problem solvingRoot causeDecisionOperations | DecisionGovernanceAlignmentResponsibility |