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| Criterion |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 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 | Medium | Low |
Timedifferent | 45-90 min | 90-180 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | RolesResponsibilityGovernanceOperations |