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| Criterion |  Innovation Lean Startup |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |  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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | High | High | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-6 h | 2-6 h | 15-30 min |
Participantsdifferent | 2-8 | 3-10 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |