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| Criterion |  Decision Making RAPID |  Systems Thinking Future Reality Tree |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 45-90 min | 45-60 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DecisionRolesGovernance | Theory of ConstraintsSystems thinkingChange | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |