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| Criterion |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  Operations Accountability Ladder |  Facilitation Delegation Poker |
|---|---|---|---|---|
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 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When decisions get stuck between leadership and team, Delegation Poker clarifies the desired scope of autonomy. It shows how much decision-making latitude a role should actually get in practice. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 90-180 min | 20-45 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | Ownership Reflection, Action Commitment, Coaching Notes | Delegation Board, Decision Boundaries, Role Agreements |
Tagsno overlap | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | ResponsibilityLeadershipTeam | AutonomyRolesTeam |