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| Criterion |  Product Discovery Working Backwards |  Operations Kepner-Tregoe |  Decision Making RAPID |  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. | 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 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 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 | High | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 2-8 h | 45-90 min | 30-60 min |
Participantsdifferent | 2-6 | 2-8 | 3-12 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Problem Analysis, Decision Analysis, Risk Plan | RAPID Role Map, Recommendation, Decision Log | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | VisionNarrativeAlignment | Problem solvingRoot causeDecisionOperations | DecisionRolesGovernance | DecisionRolesGovernanceAlignment |