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| Criterion |  Decision Making Radar |  Operations Root Cause Tree Analysis |  Operations ABC Analysis |  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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | 1-3 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 1-5 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Cause Tree, Evidence Notes, Countermeasures | ABC Classification, Focus Rules, Control List | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | AssessmentPortfolioCapability | Root causeTreeIncidentQuality | PrioritizationOperationsPortfolio | PrioritizationQualityFocusRoot cause |