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| Criterion |  Decision Making RAPID |  Systems Thinking Current Reality Tree |  Decision Making Decision Rights Mapping |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-90 min | 2-6 h | 90-180 min | 2-6 h |
Participantsdifferent | 3-12 | 3-8 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Current Reality Tree, Core Problems, Intervention Ideas | Decision Rights Matrix, Agreement | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | DecisionRolesGovernance | Systems thinkingRoot causeConstraintsCausality | DecisionGovernanceAlignmentResponsibility | CausalityIncidentRoot causeTimeline |