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| Criterion |  Decision Making Radar |  Operations Kepner-Tregoe |  Decision Making Decision Rights Mapping |  Operations 8D Problem Solving |
|---|---|---|---|---|
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. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | 2-8 h | 90-180 min | 1-6 Wochen |
Participantsdifferent | 2-10 | 2-8 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Problem Analysis, Decision Analysis, Risk Plan | Decision Rights Matrix, Agreement | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | AssessmentPortfolioCapability | Problem solvingRoot causeDecisionOperations | DecisionGovernanceAlignmentResponsibility | QualityProblem solvingRoot cause |