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| Criterion |  Decision Making Radar |  Operations Root Cause Analysis |  Operations Ivy Lee Method |  Decision Making Pareto 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 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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-4 h | 5-10 min daily | 30-60 min |
Participantsdifferent | 2-10 | 3-8 | 1 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Daily Priority List, Completion Notes | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | AssessmentPortfolioCapability | Root causeProblem solvingQualityIncident | PrioritizationProductivityExecution | PrioritizationQualityFocusRoot cause |