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| Criterion |  Innovation Design Thinking |  Innovation TRIZ |  Decision Making DACI |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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 | High | Low | Medium |
Timedifferent | 1 Tag bis mehrere Wochen | 1-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 4-10 | 2-8 | 2-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Inventive Principles, Solution Concepts | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | InnovationPrototypeResearch | InnovationProblem solvingContradictionsCreativity | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |