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| Criterion |  Facilitation Delegation Poker |  Knowledge Modeling IBIS |  Decision Making RAPID |  Architecture Architecture Decision Record |
|---|---|---|---|---|
Purposedifferent | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 45-90 min | 15-45 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 1-3 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Issue Map, Positions, Argument Notes | RAPID Role Map, Recommendation, Decision Log | ADR File, Decision Log, Rationale |
Tagsno overlap | AutonomyRolesTeam | RationaleKnowledgeDecision | DecisionRolesGovernance | ArchitectureRationaleDocumentationGovernance |