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| Criterion |  Facilitation Expectation Mapping |  Operations A3 Problem Solving |  Decision Making RAPID |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit 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. | 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 | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 3-12 | 2-5 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | A3 Report, Action Plan, Root Cause Analysis | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | AlignmentStakeholdersTeam | LeanProblem solvingCoachingOperations | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |