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| Criterion |  Decision Making Delphi Method |  Decision Making RAPID |  Decision Making Cynefin Workshop |  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. | 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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 | 45-90 min | 60-180 min | 90-180 min |
Participantsdifferent | 6-30 Experten | 3-12 | 4-20 | 4-12 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Decision Rights Matrix, Agreement |
Tags1 shared | ForecastingExpertsDecisionStrategy | DecisionRolesGovernance | ComplexitySensemakingDecision | DecisionGovernanceAlignmentResponsibility |