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| Criterion |  Innovation Lean Startup |  Decision Making DACI |  Architecture ARID (Active Reviews for Intermediate Designs) |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 2–4 h review as a planning range; preparation and evaluation additional | 90-180 min |
Participantsdifferent | 2-8 | 2-10 | Designers, developers as users, and facilitation | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | DACI Matrix, Decision Owner, Decision Log | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Decision Rights Matrix, Agreement |
Tagsno overlap | LeanStartupValidationMVP | DecisionRolesGovernanceAlignment | ArchitectureEngineeringFeedbackValidationTasks | DecisionGovernanceAlignmentResponsibility |