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| Criterion |  Decision Making DACI |  Systems Thinking Causal Loop Diagram |  Decision Making RAPID |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Causal Loop Diagram, Feedback Notes, Leverage Points | RAPID Role Map, Recommendation, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | DecisionRolesGovernanceAlignment | FeedbackSystems thinkingCausalityDynamics | DecisionRolesGovernance | Systems thinkingRoot causeConstraintsCausality |