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| Criterion |  Innovation Design Thinking |  Decision Making Assumption Surfacing |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | 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 | High | Low | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 4-10 | 2-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | InnovationPrototypeResearch | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |