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| Criterion |  DevOps Incident Command |  Innovation Lean Startup |  Product Discovery Assumption Mapping |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | As needed | Wochen bis Monate je Lernzyklus | 45-60 min | 15-30 min |
Participantsdifferent | 4-15 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Incident Log, Action Tracker, Stakeholder Updates | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking | Root cause notes, Countermeasures |
Tagsno overlap | IncidentOperationsReliability | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation | Root causeIncidentLeanProblem solving |