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| Criterion |  Innovation How Might We |  Decision Making RAPID |  Operations Root Cause Analysis |  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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Low |
Timedifferent | 30–45 min | 45-90 min | 1-4 h | 30-60 min |
Participantsdifferent | 1-10 | 3-12 | 3-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | RAPID Role Map, Recommendation, Decision Log | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | FramingOpportunityIdeationQuestions | DecisionRolesGovernance | Root causeProblem solvingQualityIncident | DecisionRolesGovernanceAlignment |