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| Criterion |  Innovation How Might We |  Decision Making RAPID |  Decision Making Delphi Method |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30–45 min | 45-90 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 1-10 | 3-12 | 6-30 Experten | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment |