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| Criterion |  Decision Making Radar |  Operations Kepner-Tregoe |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 1-2 h | 2-8 h | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Problem Analysis, Decision Analysis, Risk Plan | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AssessmentPortfolioCapability | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |