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| Criterion |  Product Discovery Working Backwards |  Decision Making RAPID |  Operations A3 Problem Solving |  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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-6 | 3-12 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | RAPID Role Map, Recommendation, Decision Log | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement |
Tagsno overlap | VisionNarrativeAlignment | DecisionRolesGovernance | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility |