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| Criterion |  Systems Thinking Polarity Mapping |  Operations Causal Factor Analysis |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | High | Low | Medium |
Timedifferent | 1-2 h | 2-6 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 3-10 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | Systems thinkingTradeoffsLeadership | CausalityIncidentRoot causeTimeline | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |