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| Criterion |  Decision Making RAPID |  Systems Thinking Iceberg Model |  Decision Making Decision Rights Mapping |  Systems Thinking Behavior Over Time Graph |
|---|---|---|---|---|
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 Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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. | A Behavior Over Time Graph shows how a metric or observation develops over time. The method makes trends, breaks, and recurring patterns visible that get lost in snapshots. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | 90-180 min | 20-45 min |
Participantsdifferent | 3-12 | 2-10 | 4-12 | 1-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Decision Rights Matrix, Agreement | Behavior Over Time Graph, Trend Hypotheses, Key Events |
Tagsno overlap | DecisionRolesGovernance | Systems thinkingRoot causePatterns | DecisionGovernanceAlignmentResponsibility | Systems thinkingPatternsDynamics |