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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Decision Tree |  Decision Making DACI |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 30-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 1-6 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tags1 shared | FacilitationOptionsDecision | DecisionTreeOptions | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |