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| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Innovation Lean Startup |  UX Research Affinity Diagramming |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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 research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. | 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 | Low | Low |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | Wochen bis Monate je Lernzyklus | 45–90 min | 15-30 min |
Participantsdifferent | Designers, developers as users, and facilitation | 2-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Theme clusters, Insight statements, Opportunity areas | Root cause notes, Countermeasures |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | LeanStartupValidationMVP | SynthesisQualitativeRoot cause | Root causeIncidentLeanProblem solving |