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| Criterion |  Operations Change Analysis |  Decision Making RAPID |  Decision Making DACI |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-120 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionRolesGovernance | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy |