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| Criterion |  Decision Making RAPID |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 60-120 min | 2-4 h | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionRolesGovernance | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange | AssumptionsRiskDecisionDiscovery |