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| Criterion |  Decision Making RAPID |  Innovation Lean Startup |  Architecture ARID (Active Reviews for Intermediate Designs) |  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. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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 | Medium | Low |
Timedifferent | 45-90 min | Wochen bis Monate je Lernzyklus | 2–4 h review as a planning range; preparation and evaluation additional | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | Designers, developers as users, and facilitation | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionRolesGovernance | LeanStartupValidationMVP | ArchitectureEngineeringFeedbackValidationTasks | DecisionRolesGovernanceAlignment |