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| Criterion |  Decision Making RAPID |  Systems Thinking Current Reality Tree |  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. | 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 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 | High | Medium |
Timedifferent | 45-90 min | 2-6 h | 90-180 min |
Participantsdifferent | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernance | Systems thinkingRoot causeConstraintsCausality | DecisionGovernanceAlignmentResponsibility |
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