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| Criterion |  Decision Making Decision Matrix |  Decision Making Decision Rights Mapping |  Operations RACI Matrix |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 90-180 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Decision Rights Matrix, Agreement | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance |