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| Criterion |  Decision Making OODA Loop |  Decision Making Decision Tree |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | 15-60 min je Zyklus | 30-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 1-6 | 2-10 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tags1 shared | DecisionChangeLearningStrategy | DecisionTreeOptions | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |