View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Innovation Lean Startup |  Operations A3 Problem Solving |  Operations Learning Review |  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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 | 3-10 | 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 | Learning Review Notes, System Factors, Improvement Actions | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | LeanProblem solvingCoachingOperations | LearningRetrospectiveIncidentOperations | Root causeIncidentLeanProblem solving |