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| Criterion |  Knowledge Modeling IBIS |  Decision Making Impact Filter |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | With new ideas or requests, the conversation often turns to solutions too early and to effect too little. An Impact Filter forces the initiative into an effect perspective and checks whether it creates a relevant difference. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 20-45 min | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 1-6 | 2-10 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Impact Filter, Success Criteria, Next Step | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tags1 shared | RationaleKnowledgeDecision | ImpactOutcomesFramingDecision | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |