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| Criterion |  Decision Making Radar |  Operations Root Cause Analysis |  Decision Making DACI |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | 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. | 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 | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-4 h | 30-60 min | 15-30 min |
Participantsdifferent | 2-10 | 3-8 | 2-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | DACI Matrix, Decision Owner, Decision Log | Root cause notes, Countermeasures |
Tagsno overlap | AssessmentPortfolioCapability | Root causeProblem solvingQualityIncident | DecisionRolesGovernanceAlignment | Root causeIncidentLeanProblem solving |