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| Criterion |  Product Discovery Assumption Mapping |  Operations Fault Tree Analysis |  Innovation Lean Startup |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | 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 | High | Medium | Low |
Timedifferent | 45-60 min | 2-6 h | Wochen bis Monate je Lernzyklus | 15-30 min |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | AssumptionsRiskExperimentsValidation | RiskRoot causeSafety | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |