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| Criterion |  Decision Making RAPID |  Innovation Design Charrette |  Innovation Reverse Brainstorming |  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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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 | Medium | Low | Low |
Timedifferent | 45-90 min | Halber Tag bis mehrere Tage | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 10-50 | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Reverse Ideas, Risk Themes, Solution Ideas | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionRolesGovernance | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityRisk | DecisionRolesGovernanceAlignment |