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| Criterion |  Product Discovery Working Backwards |  Operations Gemba Walk |  Operations Kepner-Tregoe |  Decision Making DACI |
|---|---|---|---|---|
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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 30-120 min | 2-8 h | 30-60 min |
Participantsdifferent | 2-6 | 2-6 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Observation Notes, Improvement Ideas | Problem Analysis, Decision Analysis, Risk Plan | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | VisionNarrativeAlignment | LeanObservationProcessOperations | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernanceAlignment |