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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Innovation SCAMPER |  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. | 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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | Low | Low |
Timedifferent | 90-180 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 2-10 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | SCAMPER Idea List, Concept Shortlist, Variation Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | BrainstormingIdeationCreativityReframingInnovation | DecisionRolesGovernanceAlignment |