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| Criterion |  Decision Making RAPID |  Decision Making PERT Estimation |  Decision Making Decision Rights Mapping |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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 | Medium | Low |
Timedifferent | 45-90 min | 15-45 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | PERT Estimate, Expected Value, Risk Notes | Decision Rights Matrix, Agreement | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionRolesGovernance | EstimationUncertaintyRisk | DecisionGovernanceAlignmentResponsibility | AssumptionsRiskDecisionDiscovery |