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| Criterion |  Decision Making RAPID |  Innovation TRIZ |  Innovation SCAMPER |  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 an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | 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 | Low | Low |
Timedifferent | 45-90 min | 1-4 h | 30-60 min | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 2-10 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Contradiction Statement, Inventive Principles, Solution Concepts | SCAMPER Idea List, Concept Shortlist, Variation Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | DecisionRolesGovernance | InnovationProblem solvingContradictionsCreativity | BrainstormingIdeationCreativityReframingInnovation | DecisionRolesGovernanceAlignment |