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| Criterion |  Operations RACI Matrix |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 90-180 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | RolesResponsibilityGovernanceOperations | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance |