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| Criterion |  Decision Making Assumption Surfacing |  Decision Making RAPID |  Knowledge Modeling Knowledge Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-3 h | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance | KnowledgeMappingRisk | DecisionGovernanceAlignmentResponsibility |