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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Rights Mapping |  Operations Root Cause Analysis |  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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 90-180 min | 1-4 h | 30-60 min |
Participantsdifferent | 2-6 | 4-12 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Decision Rights Matrix, Agreement | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | VisionNarrativeAlignment | DecisionGovernanceAlignmentResponsibility | Root causeProblem solvingQualityIncident | DecisionRolesGovernanceAlignment |