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| Criterion |  Innovation Lean Startup |  Innovation Contradiction Analysis |  Innovation Design Sprint |  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. | 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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | 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 | High | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 60-120 min | 4-5 Tage | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 5-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Prototype, Test Findings, Decision Rationale | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | ContradictionsInnovationProblem solving | Design sprintPrototypeValidationInnovation | Root causeIncidentLeanProblem solving |