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| Criterion |  Decision Making RAPID |  Facilitation Team Charter |  Decision Making Decision Rights Mapping |  Team Design Team Topologies Interaction Modes |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 2-4 h | 90-180 min | Half day |
Participantsdifferent | 3-12 | 3-12 | 4-12 | Team-Leads plus Architecture |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Team Charter, Working Norms, Role Notes | Decision Rights Matrix, Agreement | Interaction Heat Map, Agreements per Pair |
Tagsno overlap | DecisionRolesGovernance | TeamAlignmentCollaboration | DecisionGovernanceAlignmentResponsibility | TeamAlignmentCollaborationOrganization |