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| Criterion |  Systems Thinking Current Reality Tree |  Operations 5 Whys |  Innovation Lean Startup |  Business Strategy 5-Minuten VC-Check |
|---|---|---|---|---|
Purposedifferent | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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. | 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. | The 5-Minute VC Check clarifies opportunities and strategic options at the earliest idea stage. It compares problem quality, customer willingness to pay, alternatives, differentiation, and market potential, and captures the result as a VC-check note, go/sharpen/park decision, and risk list. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-6 h | 15-30 min | Wochen bis Monate je Lernzyklus | 5-15 min |
Participantsdifferent | 3-8 | 2-6 | 2-8 | 1-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | VC-check note, Go/sharpen/park decision, Risk and assumption list, Next validation step |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | StartupValidationCompetition |