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| Criterion |  Decision Making RAPID |  Operations 5 Whys |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 15-30 min | 90-180 min | 1-4 h |
Participantsdifferent | 3-12 | 2-6 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Root cause notes, Countermeasures | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | DecisionRolesGovernance | Root causeIncidentLeanProblem solving | CadenceGovernanceExecution | Root causeProblem solvingQualityIncident |