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| Criterion |  Decision Making PERT Estimation |  Operations RACI Matrix |  Decision Making Assumption Surfacing |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | 15-45 min | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | RACI Matrix, Responsibility Map, Decision Notes | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | EstimationUncertaintyRisk | RolesResponsibilityGovernanceOperations | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance |