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| Criterion |  Innovation Double Diamond |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Architecture Request for Comments |
|---|---|---|---|---|
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. | 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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate | 90-180 min | 45-90 min | 1-3 Wochen vom Draft bis zur Entscheidung |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-20 Reviewer |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets |
Tagsno overlap | ProcessDivergenceInnovation | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | ArchitectureDecisionAsyncGovernance |