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| Criterion |  Innovation TRIZ |  Decision Making RAPID |  Operations Root Cause Analysis |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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 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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | High | Medium | Medium | Low |
Timedifferent | 1-4 h | 45-90 min | 1-4 h | 30-60 min |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Contradiction Statement, Inventive Principles, Solution Concepts | RAPID Role Map, Recommendation, Decision Log | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | InnovationProblem solvingContradictionsCreativity | DecisionRolesGovernance | Root causeProblem solvingQualityIncident | DecisionRolesGovernanceAlignment |