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| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Facilitation Consensus Workshop |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | Wochen bis Monate je Lernzyklus | 45-90 min | 1-3 h | 15-30 min |
Participantsdifferent | 2-8 | 2-5 | 5-30 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | Consensus Clusters, Theme Titles, Priority Areas | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | FacilitationConsensusWorkshopAlignment | Root causeIncidentLeanProblem solving |