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| Criterion |  Innovation How Might We |  Decision Making Force Field Analysis |  Decision Making DACI |  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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. | 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 | Low | Medium |
Timedifferent | 30–45 min | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-10 | 3-12 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Force Field Map, Change Levers, Risk Notes | DACI Matrix, Decision Owner, Decision Log | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | FramingOpportunityIdeationQuestions | ChangeDecisionStrategy | DecisionRolesGovernanceAlignment | DecisionRolesGovernance |