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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Tree |  Decision Making DACI |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 30-90 min | 30-60 min | 30-90 min |
Participantsdifferent | 2-6 | 1-6 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | VisionNarrativeAlignment | DecisionTreeOptions | DecisionRolesGovernanceAlignment | ConstraintsDecisionPlanningOptions |