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| Criterion |  Decision Making Radar |  Decision Making Force Field Analysis |  Decision Making RAPID |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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 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 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-10 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | AssessmentPortfolioCapability | ChangeDecisionStrategy | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |