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| Criterion |  Product Discovery Working Backwards |  Operations Gemba Walk |  Decision Making RAPID |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 30-120 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 2-6 | 3-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Observation Notes, Improvement Ideas | RAPID Role Map, Recommendation, Decision Log | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | VisionNarrativeAlignment | LeanObservationProcessOperations | DecisionRolesGovernance | LeanProblem solvingCoachingOperations |