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| Criterion |  Decision Making RAPID |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Medium | High | Low |
Timedifferent | 45-90 min | 2-4 h | 2-6 h | 30-60 min |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionRolesGovernance | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality | DecisionRolesGovernanceAlignment |