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| Criterion |  Systems Thinking Soft Systems Methodology |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Decision Making Argument Mapping |
|---|---|---|---|---|
Purposedifferent | Soft Systems Methodology helps explore unclear or politically charged problems systematically. Instead of forcing a quick answer, the method builds a shared understanding of perspectives and room for action. | 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. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-3 Tage | 90-180 min | 45-90 min | 1-3 h |
Participantsdifferent | 5-15 | 4-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Rich Picture, Root Definitions, Conceptual Models, Change Agenda | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | Soft systemsComplexitySensemakingSystems thinking | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | SensemakingDecisionRationale |