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| Criterion |  Innovation Lean Startup |  Innovation Contradiction Analysis |  Operations Root Cause Tree Analysis |  Operations Root Cause 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. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 60-120 min | 1-3 h | 1-4 h |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanStartupValidationMVP | ContradictionsInnovationProblem solving | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |