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| Criterion |  Decision Making RAPID |  Knowledge Modeling Feynman Technique |  Decision Making DACI |  Knowledge Modeling IBIS |
|---|---|---|---|---|
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 Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 20-60 min | 30-60 min | 1-3 h |
Participantsdifferent | 3-12 | 1 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Plain-language Explanation, Knowledge Gaps, Study Notes | DACI Matrix, Decision Owner, Decision Log | Issue Map, Positions, Argument Notes |
Tagsno overlap | DecisionRolesGovernance | LearningKnowledgeUnderstanding | DecisionRolesGovernanceAlignment | RationaleKnowledgeDecision |