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| Criterion |  Innovation Lean Startup |  Innovation Design Charrette |  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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | Halber Tag bis mehrere Tage | 15-30 min |
Participantsdifferent | 2-8 | 10-50 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | BrainstormingWorkshopCollaborationIdeation | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
