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| Criterion |  Product Discovery Working Backwards |  Operations Kepner-Tregoe |  Operations RACI Matrix |  Decision Making RAPID |
|---|---|---|---|---|
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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 2-8 h | 45-90 min | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Problem Analysis, Decision Analysis, Risk Plan | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | VisionNarrativeAlignment | Problem solvingRoot causeDecisionOperations | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance |