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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Rights Mapping |  Operations 5 Whys |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 90-180 min | 15-30 min | 30-60 min |
Participantsdifferent | 2-6 | 4-12 | 2-6 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | VisionNarrativeAlignment | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving | DecisionRolesGovernanceAlignment |