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| Criterion |  Innovation Lean Startup |  Decision Making Decision Rights Mapping |  Architecture ARID (Active Reviews for Intermediate Designs) |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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 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 | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 90-180 min | 2–4 h review as a planning range; preparation and evaluation additional | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | Designers, developers as users, and facilitation | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Decision Rights Matrix, Agreement | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LeanStartupValidationMVP | DecisionGovernanceAlignmentResponsibility | ArchitectureEngineeringFeedbackValidationTasks | DecisionRolesGovernanceAlignment |