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| Criterion |  Decision Making Decision Rights Mapping |  Innovation TRIZ |  Operations RACI Matrix |  Decision Making RAPID |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 90-180 min | 1-4 h | 45-90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Contradiction Statement, Inventive Principles, Solution Concepts | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | InnovationProblem solvingContradictionsCreativity | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance |