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| Criterion |  Decision Making Eisenhower Matrix |  Operations A3 Problem Solving |  Innovation Lean Startup |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 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 | Low | Medium | Medium | Low |
Timedifferent | 15-30 min | 45-90 min | Wochen bis Monate je Lernzyklus | 15-30 min |
Participantsdifferent | 1-6 | 2-5 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Eisenhower Matrix, Action List, Delegation Notes | A3 Report, Action Plan, Root Cause Analysis | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationFocusTasks | LeanProblem solvingCoachingOperations | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |