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| Criterion |  Operations Barrier Analysis |  Innovation Lean Startup |  Product Discovery Assumption Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | Low |
Timedifferent | 2-4 h | Wochen bis Monate je Lernzyklus | 45-60 min | 15-30 min |
Participantsdifferent | 2-6 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking | Root cause notes, Countermeasures |
Tagsno overlap | Root causeSafetyIncident | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation | Root causeIncidentLeanProblem solving |