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| Criterion |  Decision Making RAPID |  Product Discovery Opportunity Solution Tree |  Decision Making DACI |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h Setup, laufend | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-6 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Opportunity Solution Tree, Experiment Backlog, Learning Log | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionRolesGovernance | DiscoveryOutcomesExperimentsOpportunity | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery |