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| Criterion |  Product Discovery Outcome-Driven Innovation |  Decision Making DACI |  Innovation TRIZ |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Low | High | Medium |
Timedifferent | Mehrere Wochen | 30-60 min | 1-4 h | 45-90 min |
Participantsdifferent | 2-6 researchers plus sample | 2-10 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | DACI Matrix, Decision Owner, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | OutcomesInnovationResearchQuantitative | DecisionRolesGovernanceAlignment | InnovationProblem solvingContradictionsCreativity | DecisionRolesGovernance |