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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Rights Mapping |  Operations A3 Problem Solving |  Operations RACI Matrix |
|---|---|---|---|---|
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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 90-180 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 4-12 | 2-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Decision Rights Matrix, Agreement | A3 Report, Action Plan, Root Cause Analysis | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | VisionNarrativeAlignment | DecisionGovernanceAlignmentResponsibility | LeanProblem solvingCoachingOperations | RolesResponsibilityGovernanceOperations |