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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 90-180 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | FailureResilienceRisk | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | AssumptionsRiskDecisionDiscovery |