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| Criterion |  Decision Making Force Field Analysis |  Decision Making RAPID |  Business Strategy McKinsey 7S |  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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 2-4 h | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ChangeDecisionStrategy | DecisionRolesGovernance | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment |