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| Criterion |  Innovation Design Thinking |  Decision Making RAPID |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 45-90 min | 60-90 min |
Participantsdifferent | 4-10 | 3-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Prototype, Test Learnings | RAPID Role Map, Recommendation, Decision Log | Salience Diagram, Strategy per Class |
Tagsno overlap | InnovationPrototypeResearch | DecisionRolesGovernance | StakeholdersFacilitationAlignmentGovernance |
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