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| Criterion |  Innovation Design Thinking |  Operations RACI Matrix |  Decision Making Decision Rights Mapping |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | 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 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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | High | Low | Medium | High |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 90-180 min | 2-8 h |
Participantsdifferent | 4-10 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | RACI Matrix, Responsibility Map, Decision Notes | Decision Rights Matrix, Agreement | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | InnovationPrototypeResearch | RolesResponsibilityGovernanceOperations | DecisionGovernanceAlignmentResponsibility | Problem solvingRoot causeDecisionOperations |