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| Criterion |  Knowledge Modeling Concept Mapping |  Product Strategy Lean Canvas |  Operations Barrier Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 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 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 | 1-2 h | 45-90 min | 2-4 h | 15-30 min |
Participantsdifferent | 1-8 | 1-6 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Lean Canvas, Core Assumptions, Experiment Backlog | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StartupLeanAssumptionsBusiness model | Root causeSafetyIncident | Root causeIncidentLeanProblem solving |