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| Criterion |  Operations Accountability Ladder |  Knowledge Modeling IBIS |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-45 min | 1-3 h | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | 2-8 | 3-12 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Issue Map, Positions, Argument Notes | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ResponsibilityLeadershipTeam | RationaleKnowledgeDecision | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |