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| Criterion |  Decision Making RAPID |  Operations Bottleneck Analysis |  Decision Making Pre-Mortem |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 20–45 min | 90-180 min |
Participantsdifferent | 3-12 | 3-8 | Small cross-functional group | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Risk list, Mitigation plan, Assumption log | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernance | FlowMeasurementConstraints | RiskDecisionFailurePlanning | DecisionGovernanceAlignmentResponsibility |