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| Criterion |  Operations A3 Problem Solving |  Product Discovery Riskiest Assumption Test |  Innovation Lean Startup |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When an idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | 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. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-90 min | 1-2 Wochen pro Iteration | Wochen bis Monate je Lernzyklus | 1-5 Tage |
Participantsdifferent | 2-5 | 2-6 | 2-8 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | A3 Report, Action Plan, Root Cause Analysis | Prioritized Assumption List, Test Plan, Results Report | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | LeanProblem solvingCoachingOperations | ExperimentsValidationDiscoveryAssumptions | LeanStartupValidationMVP | ValidationExperimentsDemandDiscovery |