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| Criterion |  Operations ABC Analysis |  Decision Making RAPID |  Decision Making Assumption Surfacing |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-5 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | RAPID Role Map, Recommendation, Decision Log | Assumption List, Critical Assumptions, Learning Plan | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionRolesGovernance | AssumptionsRiskDecisionDiscovery | RolesResponsibilityGovernanceOperations |