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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Tree |  Decision Making RAPID |  Decision Making Decision Framing Workshop |
|---|---|---|---|---|
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 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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 30-90 min | 45-90 min | 60-120 min |
Participantsdifferent | 2-6 | 1-6 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Decision Tree, Option Map, Assumption List | RAPID Role Map, Recommendation, Decision Log | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | VisionNarrativeAlignment | DecisionTreeOptions | DecisionRolesGovernance | Decision framingAlignmentCriteriaOptions |