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| Criterion |  Product Discovery Assumption Mapping |  Operations Failure Mode and Effects 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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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 | 3-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | FMEA Table, Risk Priority, Mitigation Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | AssumptionsRiskExperimentsValidation | RiskQualityOperationsRoot cause | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |