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| Criterion |  Decision Making Pre-Mortem |  Decision Making RAPID |  Decision Making Trade-off Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 45-90 min | 45-120 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | RAPID Role Map, Recommendation, Decision Log | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Matrix, Scoring Rationale, Selected Option |
Tags1 shared | RiskDecisionFailurePlanning | DecisionRolesGovernance | TradeoffsDecisionCriteriaOptions | DecisionCriteriaScoringTradeoffs |