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| Criterion |  Product Discovery Working Backwards |  Decision Making RAPID |  Facilitation Decision Jam |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 60-90 min | 60-90 min |
Participantsdifferent | 2-6 | 3-12 | 4-10 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | RAPID Role Map, Recommendation, Decision Log | Problem Cluster, Prioritized Challenge, Experiment | Salience Diagram, Strategy per Class |
Tagsno overlap | VisionNarrativeAlignment | DecisionRolesGovernance | FacilitationDecisionProblem solvingWorkshop | StakeholdersFacilitationAlignmentGovernance |