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| Criterion |  Decision Making RAPID |  Business Strategy TOWS Matrix |  Decision Making Delphi Method |  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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Medium | High | Medium |
Timedifferent | 45-90 min | 1-2 h | 1-4 Wochen | 90-180 min |
Participantsdifferent | 3-12 | 3-10 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | TOWS Matrix, Strategic Options, Priority Actions | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernance | StrategyAnalysisOptions | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |