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| Criterion |  Systems Thinking CATWOE Analysis |  Operations Accountability Ladder |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 20-45 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 2-10 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Ownership Reflection, Action Commitment, Coaching Notes | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | Systems thinkingFramingStakeholders | ResponsibilityLeadershipTeam | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |