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| Criterion |  Product Discovery Working Backwards |  Decision Making Decision Tree |  Decision Making RAPID |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 30-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-6 | 1-6 | 3-12 | 4-12 |
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 Rights Matrix, Agreement |
Tagsno overlap | VisionNarrativeAlignment | DecisionTreeOptions | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |