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| Criterion |  Product Discovery Working Backwards |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |  Decision Making DACI |
|---|---|---|---|---|
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 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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 4-8 h, mehrere Iterationen | 60-90 min | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | 3-6 | 4-12 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement | DACI Matrix, Decision Owner, Decision Log |
Tags1 shared | VisionNarrativeAlignment | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernanceAlignment |