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| Criterion |  Decision Making Constraint Analysis |  Decision Making RAPID |  Innovation Design Sprint |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 45-90 min | 4-5 Tage | 90-180 min |
Participantsdifferent | 2-8 | 3-12 | 5-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log | Prototype, Test Findings, Decision Rationale | Decision Rights Matrix, Agreement |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance | Design sprintPrototypeValidationInnovation | DecisionGovernanceAlignmentResponsibility |