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| Criterion |  Decision Making RAPID |  Decision Making DACI |  Systems Thinking Causal Loop Diagram |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
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. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 30-60 min | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log | Causal Loop Diagram, Feedback Notes, Leverage Points | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | DecisionRolesGovernance | DecisionRolesGovernanceAlignment | FeedbackSystems thinkingCausalityDynamics | DynamicsSimulationFeedbackSystems thinking |