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| Criterion |  Product Discovery Working Backwards |  Operations RACI Matrix |  Operations 5 Whys |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 15-30 min | 90-180 min |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | RACI Matrix, Responsibility Map, Decision Notes | Root cause notes, Countermeasures | Decision Rights Matrix, Agreement |
Tagsno overlap | VisionNarrativeAlignment | RolesResponsibilityGovernanceOperations | Root causeIncidentLeanProblem solving | DecisionGovernanceAlignmentResponsibility |