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| Criterion |  Decision Making Radar |  Decision Making Constraint Analysis |  Decision Making RAPID |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-90 min | 45-90 min | 20–45 min |
Participantsdifferent | 2-10 | 2-8 | 3-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | AssessmentPortfolioCapability | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance | RiskDecisionFailurePlanning |