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| Criterion |  Innovation Double Diamond |  Decision Making RAPID |  Operations Gemba Walk |  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 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. | 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 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 | Low | Low |
Timedifferent | Wochen bis Monate | 45-90 min | 30-120 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | RAPID Role Map, Recommendation, Decision Log | Observation Notes, Improvement Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernance | LeanObservationProcessOperations | DecisionRolesGovernanceAlignment |