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| Criterion |  Innovation Design Thinking |  Operations RACI Matrix |  Operations Kepner-Tregoe |  Decision Making RAPID |
|---|---|---|---|---|
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. | 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. | 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 | High | Low | High | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 2-8 h | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | RACI Matrix, Responsibility Map, Decision Notes | Problem Analysis, Decision Analysis, Risk Plan | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | InnovationPrototypeResearch | RolesResponsibilityGovernanceOperations | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernance |