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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Innovation TRIZ |
|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 90-180 min | 45-90 min | 1-4 h |
Participantsdifferent | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | InnovationProblem solvingContradictionsCreativity |
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