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| Criterion |  Product Discovery Working Backwards |  Decision Making Eisenhower Matrix |  Operations A3 Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 15-30 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-6 | 1-6 | 2-5 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Eisenhower Matrix, Action List, Delegation Notes | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures |
Tagsno overlap | VisionNarrativeAlignment | PrioritizationFocusTasks | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving |