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| Criterion |  Operations RACI Matrix |  Decision Making RAPID |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility |