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| Criterion |  Innovation Reverse Brainstorming |  Decision Making Decision Rights Mapping |  Decision Making RAPID |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | 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. | 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. | 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 | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 90-180 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Decision Rights Matrix, Agreement | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | BrainstormingIdeationCreativityRisk | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |