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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Stakeholder Salience Model |  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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | 60-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-6 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |