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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Design Thinking |  Innovation Design Sprint |  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 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. | 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 | High | High | Low |
Timedifferent | 90-180 min | 1 Tag bis mehrere Wochen | 4-5 Tage | 30-60 min |
Participantsdifferent | 4-12 | 4-10 | 5-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation | DecisionRolesGovernanceAlignment |