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| Criterion |  Innovation Double Diamond |  Decision Making RAPID |  Operations RACI Matrix |  Operations Gemba Walk |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate | 45-90 min | 45-90 min | 30-120 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | RAPID Role Map, Recommendation, Decision Log | RACI Matrix, Responsibility Map, Decision Notes | Observation Notes, Improvement Ideas |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernance | RolesResponsibilityGovernanceOperations | LeanObservationProcessOperations |