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| Criterion |  Product Discovery Working Backwards |  Operations Root Cause Analysis |  Decision Making Decision Rights Mapping |  Operations 5 Whys |
|---|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 1-4 h | 90-180 min | 15-30 min |
Participantsdifferent | 2-6 | 3-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Decision Rights Matrix, Agreement | Root cause notes, Countermeasures |
Tagsno overlap | VisionNarrativeAlignment | Root causeProblem solvingQualityIncident | DecisionGovernanceAlignmentResponsibility | Root causeIncidentLeanProblem solving |