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| Criterion |  Innovation How Might We |  Decision Making DACI |  Decision Making Argument Mapping |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30–45 min | 30-60 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-10 | 2-10 | 1-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | DACI Matrix, Decision Owner, Decision Log | Argument Map, Evidence Gaps, Decision Rationale | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionRolesGovernanceAlignment | SensemakingDecisionRationale | DecisionRolesGovernance |