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| Criterion |  Decision Making Three-Point Estimation |  Decision Making RAPID |  Decision Making Argument Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 45-90 min | 1-3 h | 90-180 min |
Participantsdifferent | 1-8 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | Argument Map, Evidence Gaps, Decision Rationale | Decision Rights Matrix, Agreement |
Tagsno overlap | EstimationUncertaintyForecasting | DecisionRolesGovernance | SensemakingDecisionRationale | DecisionGovernanceAlignmentResponsibility |