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| Criterion |  Operations Root Cause Tree Analysis |  Decision Making DACI |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 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 | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 90-180 min | 15-30 min |
Participantsdifferent | 2-8 | 2-10 | 4-12 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |