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| Criterion |  Decision Making RAPID |  Innovation TRIZ |  Decision Making Decision Rights Mapping |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-90 min | 1-4 h | 90-180 min | 60-120 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts | Decision Rights Matrix, Agreement | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | DecisionRolesGovernance | InnovationProblem solvingContradictionsCreativity | DecisionGovernanceAlignmentResponsibility | ContradictionsInnovationProblem solving |