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| Criterion |  Decision Making Argument Mapping |  Decision Making RAPID |  Facilitation Team Charter |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-4 h | 90-180 min |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | RAPID Role Map, Recommendation, Decision Log | Team Charter, Working Norms, Role Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | SensemakingDecisionRationale | DecisionRolesGovernance | TeamAlignmentCollaboration | DecisionGovernanceAlignmentResponsibility |