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| Criterion |  Decision Making Force Field Analysis |  Decision Making RAPID |  Decision Making Assumption Surfacing |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Assumption List, Critical Assumptions, Learning Plan | DACI Matrix, Decision Owner, Decision Log |
Tags1 shared | ChangeDecisionStrategy | DecisionRolesGovernance | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernanceAlignment |