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| Criterion |  Decision Making RAPID |  Innovation Brainstorming |  Innovation Contradiction Analysis |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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 team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | Medium | Low | Medium | Low |
Timedifferent | 45-90 min | 30-60 min | 60-120 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Idea pool, Theme clusters, Shortlist | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionRolesGovernance | BrainstormingIdeationCreativityWorkshopDivergence | ContradictionsInnovationProblem solving | DecisionRolesGovernanceAlignment |