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| Criterion |  Innovation Double Diamond |  Operations Gemba Walk |  Decision Making RAPID |  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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | 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 | Medium | Medium |
Timedifferent | Wochen bis Monate | 30-120 min | 45-90 min | 90-180 min |
Participantsdifferent | 3-12 | 2-6 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Observation Notes, Improvement Ideas | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | ProcessDivergenceInnovation | LeanObservationProcessOperations | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |