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| Criterion |  Decision Making Delphi Method |  Operations Accountability Ladder |  Decision Making RAPID |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | 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 defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 1-4 Wochen | 20-45 min | 45-90 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 1-8 | 3-12 | 3-10 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Ownership Reflection, Action Commitment, Coaching Notes | RAPID Role Map, Recommendation, Decision Log | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ForecastingExpertsDecisionStrategy | ResponsibilityLeadershipTeam | DecisionRolesGovernance | RolesResponsibilityTeamFacilitation |