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| Criterion |  Product Strategy Lean Canvas |  Operations A3 Problem Solving |  Systems Thinking Future Reality Tree |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Low |
Timedifferent | 45-90 min | 45-90 min | 2-4 h | 15-30 min |
Participantsdifferent | 1-6 | 2-5 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | A3 Report, Action Plan, Root Cause Analysis | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | LeanProblem solvingCoachingOperations | Theory of ConstraintsSystems thinkingChange | Root causeIncidentLeanProblem solving |