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| Criterion |  Decision Making RAPID |  Operations Kepner-Tregoe |  Decision Making Delphi Method |  Operations 5 Whys |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | High | Low |
Timedifferent | 45-90 min | 2-8 h | 1-4 Wochen | 15-30 min |
Participantsdifferent | 3-12 | 2-8 | 6-30 Experten | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Problem Analysis, Decision Analysis, Risk Plan | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures |
Tagsno overlap | DecisionRolesGovernance | Problem solvingRoot causeDecisionOperations | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving |