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| Criterion |  Innovation Lean Startup |  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. | 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 | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-6 h | 15-30 min |
Participantsdifferent | 2-8 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |
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