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| Criterion |  Decision Making Risk Matrix |  Decision Making RAPID |  Facilitation Dot Voting |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 5-15 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | RAPID Role Map, Recommendation, Decision Log | Ranked list, Consensus signal, Shortlist | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | DecisionRolesGovernance | FacilitationVotingConsensusPrioritization | AssumptionsRiskDecisionDiscovery |