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| Criterion |  Decision Making Delphi Method |  Operations RACI Matrix |  Decision Making Force Field Analysis |  Decision Making RAPID |
|---|---|---|---|---|
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 unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | 1-4 Wochen | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 2-8 | 3-12 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | RACI Matrix, Responsibility Map, Decision Notes | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | RolesResponsibilityGovernanceOperations | ChangeDecisionStrategy | DecisionRolesGovernance |