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| Criterion |  Decision Making RAPID |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |  Decision Making Decision Rights 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-90 min | 2-4 h | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 3-12 | 3-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernance | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | DecisionGovernanceAlignmentResponsibility |