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| Criterion |  Operations Fault Tree Analysis |  Innovation Lean Startup |  Decision Making Assumption Surfacing |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Low |
Timedifferent | 2-6 h | Wochen bis Monate je Lernzyklus | 45-90 min | 15-30 min |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan | Root cause notes, Countermeasures |
Tagsno overlap | RiskRoot causeSafety | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery | Root causeIncidentLeanProblem solving |