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| Criterion |  Decision Making Delphi Method |  Operations Bottleneck Analysis |  Decision Making RAPID |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 1-4 Wochen | 1-3 h | 45-90 min | 90-180 min |
Participantsdifferent | 6-30 Experten | 3-8 | 3-12 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | ForecastingExpertsDecisionStrategy | FlowMeasurementConstraints | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |