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| Criterion |  Innovation Double Diamond |  Decision Making DACI |  Operations Kepner-Tregoe |  Decision Making RAPID |
|---|---|---|---|---|
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 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 | Medium | Low | High | Medium |
Timedifferent | Wochen bis Monate | 30-60 min | 2-8 h | 45-90 min |
Participantsdifferent | 3-12 | 2-10 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | DACI Matrix, Decision Owner, Decision Log | Problem Analysis, Decision Analysis, Risk Plan | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernanceAlignment | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernance |