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| Criterion |  Decision Making Decision Rights Mapping |  Innovation TRIZ |  Decision Making DACI |  Operations RACI Matrix |
|---|---|---|---|---|
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 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. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 90-180 min | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 2-10 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Contradiction Statement, Inventive Principles, Solution Concepts | DACI Matrix, Decision Owner, Decision Log | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | InnovationProblem solvingContradictionsCreativity | DecisionRolesGovernanceAlignment | RolesResponsibilityGovernanceOperations |