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| Criterion |  Innovation Double Diamond |  Decision Making RAPID |  Architecture Request for Comments |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate | 45-90 min | 1-3 Wochen vom Draft bis zur Entscheidung | 90-180 min |
Participantsdifferent | 3-12 | 3-12 | 3-20 Reviewer | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | RAPID Role Map, Recommendation, Decision Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Decision Rights Matrix, Agreement |
Tagsno overlap | ProcessDivergenceInnovation | DecisionRolesGovernance | ArchitectureDecisionAsyncGovernance | DecisionGovernanceAlignmentResponsibility |