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| Criterion |  Decision Making Assumption Surfacing |  Decision Making RAPID |  Innovation Design Thinking |  Innovation Design Sprint |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 45-90 min | 45-90 min | 1 Tag bis mehrere Wochen | 4-5 Tage |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 5-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation |