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| Criterion |  Operations 5 Whys |  Operations Getting Things Done |  Innovation Lean Startup |
|---|---|---|---|
Purposedifferent | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 15-30 min | 1-2 h Setup, laufend | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-6 | 1 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async |
Outputdifferent | Root cause notes, Countermeasures | Action Lists, Project List, Review Routine | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | Root causeIncidentLeanProblem solving | ProductivityPlanningTasksExecution | LeanStartupValidationMVP |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
