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| Criterion |  Systems Thinking Future Reality Tree |  Decision Making RAPID |  Operations RACI Matrix |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
Purposedifferent | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-4 h | 45-90 min | 45-90 min | 60-120 min |
Participantsdifferent | 3-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | RAPID Role Map, Recommendation, Decision Log | RACI Matrix, Responsibility Map, Decision Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | DecisionRolesGovernance | RolesResponsibilityGovernanceOperations | Theory of ConstraintsAssumptionsSystems thinking |