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| Criterion |  Innovation How Might We |  Decision Making OODA Loop |  Decision Making RAPID |  Decision Making Delphi Method |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30–45 min | 15-60 min je Zyklus | 45-90 min | 1-4 Wochen |
Participantsdifferent | 1-10 | 1-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Situation Assessment, Decision Loop, Action Updates | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionChangeLearningStrategy | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy |