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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Decision Tree |  Innovation Design Thinking |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | High | Low |
Timedifferent | 90-180 min | 30-90 min | 1 Tag bis mehrere Wochen | 30-60 min |
Participantsdifferent | 4-12 | 1-6 | 4-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Decision Tree, Option Map, Assumption List | Problem Statement, Prototype, Test Learnings | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionTreeOptions | InnovationPrototypeResearch | DecisionRolesGovernanceAlignment |