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| Criterion |  Product Discovery Working Backwards |  Operations 8D Problem Solving |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 1-6 Wochen | 90-180 min | 15-30 min |
Participantsdifferent | 2-6 | 4-10 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | VisionNarrativeAlignment | QualityProblem solvingRoot cause | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |