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| Criterion |  Decision Making Delphi Method |  Facilitation Responsibility Poker |  Decision Making Decision Rights Mapping |  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. | 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. | 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. | 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 | Medium | Medium |
Timedifferent | 1-4 Wochen | 45-90 min | 90-180 min | 45-90 min |
Participantsdifferent | 6-30 Experten | 3-10 | 4-12 | 3-12 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Responsibility Map, Role Agreements, Open Questions | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | ForecastingExpertsDecisionStrategy | RolesResponsibilityTeamFacilitation | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance |