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| Criterion |  Innovation Double Diamond |  Decision Making DACI |  Operations Kepner-Tregoe |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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. | 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 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | Wochen bis Monate | 30-60 min | 2-8 h | 90-180 min |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | DACI Matrix, Decision Owner, Decision Log | Problem Analysis, Decision Analysis, Risk Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernanceAlignment | Problem solvingRoot causeDecisionOperations | DecisionGovernanceAlignmentResponsibility |