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| Criterion |  Decision Making RAPID |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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. | 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 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 | Medium | High | High | Medium |
Timedifferent | 45-90 min | 1 Tag bis mehrere Wochen | Mehrere Wochen | 90-180 min |
Participantsdifferent | 3-12 | 4-10 | 2-6 researchers plus sample | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionRolesGovernance | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | DecisionGovernanceAlignmentResponsibility |