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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |  Operations RACI Matrix |  Decision Making RAPID |
|---|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low | Medium |
Timedifferent | 90-180 min | 1-4 Wochen | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 6-30 Experten | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance |