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| Criterion |  Innovation Lean Startup |  Decision Making DACI |  Operations A3 Problem Solving |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 2-8 | 2-10 | 2-5 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | DACI Matrix, Decision Owner, Decision Log | A3 Report, Action Plan, Root Cause Analysis | Decision Rights Matrix, Agreement |
Tagsno overlap | LeanStartupValidationMVP | DecisionRolesGovernanceAlignment | LeanProblem solvingCoachingOperations | DecisionGovernanceAlignmentResponsibility |