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| Criterion |  Product Discovery Working Backwards |  Decision Making RAPID |  Operations Kepner-Tregoe |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | Medium | High | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 2-8 h | 90-180 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | RAPID Role Map, Recommendation, Decision Log | Problem Analysis, Decision Analysis, Risk Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | VisionNarrativeAlignment | DecisionRolesGovernance | Problem solvingRoot causeDecisionOperations | DecisionGovernanceAlignmentResponsibility |