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| Criterion |  Decision Making Argument Mapping |  Facilitation Responsibility Poker |  Decision Making RAPID |  Operations Accountability Ladder |
|---|---|---|---|---|
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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 20-45 min |
Participantsdifferent | 1-8 | 3-10 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Responsibility Map, Role Agreements, Open Questions | RAPID Role Map, Recommendation, Decision Log | Ownership Reflection, Action Commitment, Coaching Notes |
Tagsno overlap | SensemakingDecisionRationale | RolesResponsibilityTeamFacilitation | DecisionRolesGovernance | ResponsibilityLeadershipTeam |