View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Knowledge Modeling IBIS |  Business Strategy McKinsey 7S |  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. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | RationaleKnowledgeDecision | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |