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| Criterion |  Decision Making RAPID |  Decision Making Decision Tree |  Decision Making Assumption Surfacing |  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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 30-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 3-12 | 1-6 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Decision Tree, Option Map, Assumption List | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement |
Tags1 shared | DecisionRolesGovernance | DecisionTreeOptions | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility |