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| Criterion |  Decision Making Decision Rights Mapping |  Knowledge Modeling Concept Mapping |  Decision Making RAPID |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 90-180 min | 1-2 h | 45-90 min | 1-3 h |
Participantsdifferent | 4-12 | 1-8 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Concept Map, Relationship Labels, Knowledge Gaps | RAPID Role Map, Recommendation, Decision Log | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | KnowledgeConceptsMappingSensemaking | DecisionRolesGovernance | SensemakingDecisionRationale |