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| Criterion |  Product Strategy Lean Canvas |  Domain Modeling EventStorming |  Facilitation Decision Jam |  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 domain consists of many events, rules, and states, it creates a shared modeling space for the team. It bundles language, flows, and boundaries before domain knowledge fragments into siloed views. | 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. | 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 | 45-90 min | 2-8 h | 60-90 min | 15-30 min |
Participantsdifferent | 1-6 | 5-12 | 4-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Event Timeline, Ubiquitous Language, Boundaries, Open Questions | Problem Cluster, Prioritized Challenge, Experiment | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Domain-Driven DesignEventsDiscoveryWorkshop | FacilitationDecisionProblem solvingWorkshop | Root causeIncidentLeanProblem solving |