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| Criterion |  Operations RACI Matrix |  Operations A3 Problem Solving |  Innovation TRIZ |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-4 h | 90-180 min |
Participantsdifferent | 2-8 | 2-5 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | A3 Report, Action Plan, Root Cause Analysis | Contradiction Statement, Inventive Principles, Solution Concepts | Decision Rights Matrix, Agreement |
Tagsno overlap | RolesResponsibilityGovernanceOperations | LeanProblem solvingCoachingOperations | InnovationProblem solvingContradictionsCreativity | DecisionGovernanceAlignmentResponsibility |