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| Criterion |  Product Discovery Working Backwards |  Decision Making Pre-Mortem |  Decision Making RAPID |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 20–45 min | 45-90 min | 30-90 min |
Participantsdifferent | 2-6 | Small cross-functional group | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Risk list, Mitigation plan, Assumption log | RAPID Role Map, Recommendation, Decision Log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | VisionNarrativeAlignment | RiskDecisionFailurePlanning | DecisionRolesGovernance | ConstraintsDecisionPlanningOptions |