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| Criterion |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |  Decision Making Trade-off Analysis |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Medium | Low | Medium | Low |
Timedifferent | 90-180 min | 20-45 min | 45-120 min | 30-60 min |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam | TradeoffsDecisionCriteriaOptions | DecisionRolesGovernanceAlignment |