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| Criterion |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |  Decision Making RAPID |  Operations RACI Matrix |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 60-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 3-6 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class | RAPID Role Map, Recommendation, Decision Log | RACI Matrix, Responsibility Map, Decision Notes |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernance | RolesResponsibilityGovernanceOperations |