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| Criterion |  Product Discovery Working Backwards |  Decision Making RAPID |  Decision Making Trade-off Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 45-90 min | 45-120 min | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | RAPID Role Map, Recommendation, Decision Log | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | VisionNarrativeAlignment | DecisionRolesGovernance | TradeoffsDecisionCriteriaOptions | DecisionCriteriaScoringTradeoffs |