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| Criterion |  Innovation Lean Startup |  Decision Making Eisenhower Matrix |  Operations Root Cause Analysis |  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. | It separates true priorities from noise so it becomes clear what should be done now, scheduled, delegated, or dropped. | 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. | 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 | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 15-30 min | 1-4 h | 15-30 min |
Participantsdifferent | 2-8 | 1-6 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Eisenhower Matrix, Action List, Delegation Notes | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | PrioritizationFocusTasks | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |