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| Criterion |  Decision Making Radar |  Decision Making RAPID |  Decision Making Trade-off Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 45-90 min | 45-120 min | 30-90 min |
Participantsdifferent | 2-10 | 3-12 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | RAPID Role Map, Recommendation, Decision Log | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | AssessmentPortfolioCapability | DecisionRolesGovernance | TradeoffsDecisionCriteriaOptions | ConstraintsDecisionPlanningOptions |