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| Criterion |  Decision Making Constraint Analysis |  Decision Making RAPID |  Systems Thinking Causal Loop Diagram |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 45-90 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log | Causal Loop Diagram, Feedback Notes, Leverage Points | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance | FeedbackSystems thinkingCausalityDynamics | DecisionRolesGovernanceAlignment |