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| Criterion |  Product Discovery Assumption Mapping |  Operations Root Cause Analysis |  Innovation Lean Startup |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-60 min | 1-4 h | Wochen bis Monate je Lernzyklus | 2-6 h |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | AssumptionsRiskExperimentsValidation | Root causeProblem solvingQualityIncident | LeanStartupValidationMVP | RiskQualityOperationsRoot cause |