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| Criterion |  Systems Thinking Current Reality Tree |  Innovation Lean Startup |  Operations 8D Problem Solving |  Operations 5 Whys |
|---|---|---|---|---|
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 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 | High | Medium | High | Low |
Timedifferent | 2-6 h | Wochen bis Monate je Lernzyklus | 1-6 Wochen | 15-30 min |
Participantsdifferent | 3-8 | 2-8 | 4-10 | 2-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | LeanStartupValidationMVP | QualityProblem solvingRoot cause | Root causeIncidentLeanProblem solving |