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| Criterion |  Product Strategy Lean Canvas |  Operations Root Cause Tree Analysis |  Operations Getting Things Done |  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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | 45-90 min | 1-3 h | 1-2 h Setup, laufend | 15-30 min |
Participantsdifferent | 1-6 | 2-8 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Cause Tree, Evidence Notes, Countermeasures | Action Lists, Project List, Review Routine | Root cause notes, Countermeasures |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Root causeTreeIncidentQuality | ProductivityPlanningTasksExecution | Root causeIncidentLeanProblem solving |