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| Criterion |  Innovation Double Diamond |  Decision Making RAPID |  Facilitation Responsibility Poker |  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. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. | 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 | Low | Low |
Timedifferent | Wochen bis Monate | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | RAPID Role Map, Recommendation, Decision Log | Responsibility Map, Role Agreements, Open Questions | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernance | RolesResponsibilityTeamFacilitation | RolesResponsibilityGovernanceOperations |