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| Criterion |  Innovation Double Diamond |  Operations RACI Matrix |  Decision Making RAPID |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | Wochen bis Monate | 45-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ProcessDivergenceInnovation | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance | Problem solvingRoot causeDecisionOperations |