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| Criterion |  Innovation How Might We |  Decision Making RAPID |  Decision Making DACI |  Architecture Request for Comments |
|---|---|---|---|---|
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 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30–45 min | 45-90 min | 30-60 min | 1-3 Wochen vom Draft bis zur Entscheidung |
Participantsdifferent | 1-10 | 3-12 | 2-10 | 3-20 Reviewer |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionRolesGovernance | DecisionRolesGovernanceAlignment | ArchitectureDecisionAsyncGovernance |