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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Design Thinking |  Facilitation Stakeholder Mapping |  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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Low |
Timedifferent | 90-180 min | 1 Tag bis mehrere Wochen | 60–90 min | 30-60 min |
Participantsdifferent | 4-12 | 4-10 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Problem Statement, Prototype, Test Learnings | Stakeholder Map, Engagement Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | InnovationPrototypeResearch | StakeholdersAlignmentFacilitationChange | DecisionRolesGovernanceAlignment |