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| Criterion |  DevOps Incident Command |  Innovation Lean Startup |  Agile Mad Sad Glad |  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 a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 | Low | Low |
Timedifferent | As needed | Wochen bis Monate je Lernzyklus | 30-60 min | 15-30 min |
Participantsdifferent | 4-15 | 2-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Incident Log, Action Tracker, Stakeholder Updates | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Emotion Board, Themes, Action Items | Root cause notes, Countermeasures |
Tagsno overlap | IncidentOperationsReliability | LeanStartupValidationMVP | RetrospectiveTeamReflection | Root causeIncidentLeanProblem solving |