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| Criterion |  Decision Making RAPID |  Innovation TRIZ |  Decision Making Decision Rights Mapping |  Operations RACI Matrix |
|---|---|---|---|---|
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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-90 min | 1-4 h | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts | Decision Rights Matrix, Agreement | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionRolesGovernance | InnovationProblem solvingContradictionsCreativity | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityGovernanceOperations |