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| Criterion |  Decision Making RAPID |  Decision Making Cynefin Workshop |  Innovation Design Thinking |  Innovation Design Sprint |
|---|---|---|---|---|
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 problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-90 min | 60-180 min | 1 Tag bis mehrere Wochen | 4-5 Tage |
Participantsdifferent | 3-12 | 4-20 | 4-10 | 5-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Cynefin Map, Domain-specific Actions, Sensemaking Notes | Problem Statement, Prototype, Test Learnings | Prototype, Test Findings, Decision Rationale |
Tagsno overlap | DecisionRolesGovernance | ComplexitySensemakingDecision | InnovationPrototypeResearch | Design sprintPrototypeValidationInnovation |