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| Criterion |  Decision Making RAPID |  Innovation TRIZ |  Operations Kepner-Tregoe |  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 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | High | Low |
Timedifferent | 45-90 min | 1-4 h | 2-8 h | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts | Problem Analysis, Decision Analysis, Risk Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionRolesGovernance | InnovationProblem solvingContradictionsCreativity | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernanceAlignment |