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| Criterion |  Innovation Design Thinking |  Decision Making RAPID |  Innovation Contradiction Analysis |  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. | 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Medium | Medium | Low |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 60-120 min | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | RAPID Role Map, Recommendation, Decision Log | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | InnovationPrototypeResearch | DecisionRolesGovernance | ContradictionsInnovationProblem solving | DecisionRolesGovernanceAlignment |