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| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Innovation Design Thinking |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 1 Tag bis mehrere Wochen | 60-120 min |
Participantsdifferent | 2-8 | 2-5 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | A3 Report, Action Plan, Root Cause Analysis | Problem Statement, Prototype, Test Learnings | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | InnovationPrototypeResearch | ContradictionsInnovationProblem solving |