View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Innovation Double Diamond |  Decision Making Decision Rights Mapping |  Operations A3 Problem Solving |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate | 90-180 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 2-5 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Decision Rights Matrix, Agreement | A3 Report, Action Plan, Root Cause Analysis | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ProcessDivergenceInnovation | DecisionGovernanceAlignmentResponsibility | LeanProblem solvingCoachingOperations | DecisionRolesGovernanceAlignment |