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| Criterion |  Facilitation Delegation Poker |  Systems Thinking Soft Systems Methodology |  Decision Making RAPID |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-90 min | 0.5-3 Tage | 45-90 min | 1-3 h |
Participantsdifferent | 3-10 | 5-15 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Delegation Board, Decision Boundaries, Role Agreements | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | RAPID Role Map, Recommendation, Decision Log | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | AutonomyRolesTeam | Soft systemsComplexitySensemakingSystems thinking | DecisionRolesGovernance | SensemakingDecisionRationale |