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| Criterion |  Operations Change Analysis |  Product Strategy Lean Canvas |  Operations Kepner-Tregoe |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-120 min | 45-90 min | 2-8 h | 45-90 min |
Participantsdifferent | 2-6 | 1-6 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Lean Canvas, Core Assumptions, Experiment Backlog | Problem Analysis, Decision Analysis, Risk Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StartupLeanAssumptionsBusiness model | Problem solvingRoot causeDecisionOperations | AssumptionsRiskDecisionDiscovery |