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| Criterion |  Decision Making Delphi Method |  Decision Making Constraint Analysis |  Decision Making RAPID |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 Wochen | 30-90 min | 45-90 min | 30-90 min |
Participantsdifferent | 6-30 Experten | 2-8 | 3-12 | 1-6 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log | Decision Tree, Option Map, Assumption List |
Tags1 shared | ForecastingExpertsDecisionStrategy | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance | DecisionTreeOptions |