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| Criterion |  Decision Making RAPID |  Operations 5 Whys |  Decision Making Decision Rights Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | 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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 15-30 min | 90-180 min | 2-8 h |
Participantsdifferent | 3-12 | 2-6 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Root cause notes, Countermeasures | Decision Rights Matrix, Agreement | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionRolesGovernance | Root causeIncidentLeanProblem solving | DecisionGovernanceAlignmentResponsibility | Problem solvingRoot causeDecisionOperations |