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| Criterion |  Product Discovery Working Backwards |  Operations 5 Whys |  Decision Making DACI |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. | 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 | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 15-30 min | 30-60 min | 90-180 min |
Participantsdifferent | 2-6 | 2-6 | 2-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Root cause notes, Countermeasures | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | VisionNarrativeAlignment | Root causeIncidentLeanProblem solving | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility |