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| Criterion |  Product Discovery Working Backwards |  Decision Making Assumption Surfacing |  Decision Making RAPID |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | VisionNarrativeAlignment | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance | StrategyDecisionAssumptionsHypothesis |