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| Criterion |  Operations Change Analysis |  Product Strategy Lean Canvas |  Facilitation 3-Circle Venn Diagram |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-120 min | 45-90 min | 15-45 min | 60–90 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 | Venn Diagram, Overlap Notes, Differentiators | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StartupLeanAssumptionsBusiness model | ComparisonFacilitationAlignment | StakeholdersAlignmentFacilitationChange |