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| Criterion |  Product Discovery Working Backwards |  Operations 5 Whys |  Decision Making DACI |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 4-8 h, mehrere Iterationen | 15-30 min | 30-60 min | 2-8 h |
Participantsdifferent | 2-6 | 2-6 | 2-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Root cause notes, Countermeasures | DACI Matrix, Decision Owner, Decision Log | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | VisionNarrativeAlignment | Root causeIncidentLeanProblem solving | DecisionRolesGovernanceAlignment | Problem solvingRoot causeDecisionOperations |