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| Criterion |  Innovation Double Diamond |  Decision Making RAPID |  Operations A3 Problem Solving |  Operations RACI Matrix |
|---|---|---|---|---|
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 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 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Wochen bis Monate | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-5 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | RAPID Role Map, Recommendation, Decision Log | A3 Report, Action Plan, Root Cause Analysis | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernance | LeanProblem solvingCoachingOperations | RolesResponsibilityGovernanceOperations |