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| Criterion |  Decision Making Constraint Analysis |  Decision Making RAPID |  Innovation Design Thinking |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-90 min | 45-90 min | 1 Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 4-10 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RAPID Role Map, Recommendation, Decision Log | Problem Statement, Prototype, Test Learnings | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionRolesGovernance | InnovationPrototypeResearch | DecisionRolesGovernanceAlignment |