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| Criterion |  Product Strategy Lean Canvas |  Facilitation Decision Jam |  Decision Making Assumption Surfacing |  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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 60-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 1-6 | 4-10 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Problem Cluster, Prioritized Challenge, Experiment | Assumption List, Critical Assumptions, Learning Plan | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | FacilitationDecisionProblem solvingWorkshop | AssumptionsRiskDecisionDiscovery | Root causeIncidentLeanProblem solving |