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| Criterion |  Product Discovery Solution Interview |  Decision Making Force Field Analysis |  Decision Making RAPID |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When a solution idea is already on the table, it checks how it is understood and evaluated. It looks for resonance, objections, and missing fit early in the conversation. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 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 | 30-60 min je Interview | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 5-10 Interviews | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Solution Feedback, Objection List, Validation Notes | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | ValidationInterviewsPrototype | ChangeDecisionStrategy | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |