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| Criterion |  Decision Making RAPID |  Knowledge Modeling Feynman Technique |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 20-60 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 3-12 | 1 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Plain-language Explanation, Knowledge Gaps, Study Notes | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionRolesGovernance | LearningKnowledgeUnderstanding | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |