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| Criterion |  Decision Making Decision Rights Mapping |  Innovation Morphological Analysis |  Decision Making RAPID |  Innovation Brainstorming |
|---|---|---|---|---|
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 a search for solutions with many degrees of freedom, a grid emerges for systematic combinations. The method separates features, variants, and exclusion criteria, so the space gets explored deliberately. | 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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 1-3 h | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Morphological Box, Concept Combinations, Idea Shortlist | RAPID Role Map, Recommendation, Decision Log | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | IdeationInnovationCreativity | DecisionRolesGovernance | BrainstormingIdeationCreativityWorkshopDivergence |