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| Criterion |  Decision Making Radar |  Decision Making Constraint Analysis |  Operations 5 Whys |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 30-90 min | 15-30 min | 1-4 h |
Participantsdifferent | 2-10 | 2-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | AssessmentPortfolioCapability | ConstraintsDecisionPlanningOptions | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |