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| Criterion |  Decision Making RAPID |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Operations RACI Matrix |
|---|---|---|---|---|
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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 30-90 min | 30-90 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionRolesGovernance | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | RolesResponsibilityGovernanceOperations |