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| Criterion |  Decision Making RAPID |  Knowledge Modeling Feynman Technique |  Decision Making Delphi Method |  Decision Making DACI |
|---|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-90 min | 20-60 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 3-12 | 1 | 6-30 Experten | 2-10 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Plain-language Explanation, Knowledge Gaps, Study Notes | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionRolesGovernance | LearningKnowledgeUnderstanding | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment |