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| Criterion |  Product Discovery Working Backwards |  Engineering Failure Scenario Analysis |  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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | 1-3 h | 45-90 min | 90-180 min |
Participantsdifferent | 2-6 | 3-8 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement |
Tagsno overlap | VisionNarrativeAlignment | FailureResilienceRisk | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility |