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| Criterion |  Innovation Double Diamond |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate | 45-90 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 2-5 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | ProcessDivergenceInnovation | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityGovernanceOperations |