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| Criterion |  Decision Making Decision Matrix |  Operations RACI Matrix |  Decision Making Constraint Analysis |  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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 30-90 min | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | RACI Matrix, Responsibility Map, Decision Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | RolesResponsibilityGovernanceOperations | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance |