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| Criterion |  Product Discovery Working Backwards |  Operations 5 Whys |  Decision Making RAPID |  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 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. | 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 | Medium | High |
Timedifferent | 4-8 h, mehrere Iterationen | 15-30 min | 45-90 min | 2-8 h |
Participantsdifferent | 2-6 | 2-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Root cause notes, Countermeasures | RAPID Role Map, Recommendation, Decision Log | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | VisionNarrativeAlignment | Root causeIncidentLeanProblem solving | DecisionRolesGovernance | Problem solvingRoot causeDecisionOperations |