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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making DACI |  Decision Making Cynefin Workshop |  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. | 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. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | 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 | Medium | Medium |
Timedifferent | 1-2 h | 30-60 min | 60-180 min | 45-90 min |
Participantsdifferent | 3-12 | 2-10 | 4-20 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | DACI Matrix, Decision Owner, Decision Log | Cynefin Map, Domain-specific Actions, Sensemaking Notes | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionRolesGovernanceAlignment | ComplexitySensemakingDecision | DecisionRolesGovernance |