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| Criterion |  Product Strategy Impact Mapping |  Decision Making RAPID |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-4 Wochen | 90-180 min |
Participantsdifferent | 3-8 | 3-12 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |