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| Criterion |  Decision Making RAPID |  Operations Failure Mode and Effects Analysis |  Decision Making Decision Rights Mapping |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 2-6 h | 90-180 min | 30-60 min |
Participantsdifferent | 3-12 | 3-10 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | FMEA Table, Risk Priority, Mitigation Actions | Decision Rights Matrix, Agreement | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | DecisionRolesGovernance | RiskQualityOperationsRoot cause | DecisionGovernanceAlignmentResponsibility | Root causeQualityOperations |