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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making RAPID |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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 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 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 | High | Medium |
Timedifferent | 20-60 min | 45-90 min | 1-4 Wochen | 90-180 min |
Participantsdifferent | 1 | 3-12 | 6-30 Experten | 4-12 |
Formatdifferent | Async | Workshop + async | Async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |