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| Criterion |  Operations RACI Matrix |  Systems Thinking Leverage Points |  Decision Making RAPID |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | Half day | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Leverage Map, Action Strategy | RAPID Role Map, Recommendation, Decision Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RolesResponsibilityGovernanceOperations | Systems thinkingChangeStrategy | DecisionRolesGovernance | ChangeDecisionStrategy |