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| Criterion |  Innovation Lean Startup |  Systems Thinking Current Reality Tree |  Operations 8D Problem Solving |  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. | 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 an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-6 h | 1-6 Wochen | 1-4 h |
Participantsdifferent | 2-8 | 3-8 | 4-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current Reality Tree, Core Problems, Intervention Ideas | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingRoot causeConstraintsCausality | QualityProblem solvingRoot cause | Root causeProblem solvingQualityIncident |