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| Criterion |  Decision Making Wideband Delphi |  Decision Making RAPID |  Operations 5 Whys |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | 1-4 h or multiple rounds | 45-90 min | 15-30 min | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 3-12 | 2-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | RAPID Role Map, Recommendation, Decision Log | Root cause notes, Countermeasures | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | DecisionRolesGovernance | Root causeIncidentLeanProblem solving | ForecastingExpertsDecisionStrategy |