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| Criterion |  Decision Making DACI |  Systems Thinking Future Reality Tree |  Decision Making Assumption Surfacing |  Decision Making RAPID |
|---|---|---|---|---|
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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 2-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | DecisionRolesGovernanceAlignment | Theory of ConstraintsSystems thinkingChange | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance |