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| Criterion |  Innovation Lean Startup |  UX Research Empathy Mapping |  Operations Root Cause Tree Analysis |  UX Research Affinity Diagramming |
|---|---|---|---|---|
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. | When a lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When research notes, feedback, or observations sit unconnected side by side, affinity diagramming sorts the raw material into solid themes. Many individual points turn into patterns that make decisions and opportunities clearer. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30–60 min | 1-3 h | 45–90 min |
Participantsdifferent | 2-8 | 4-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Empathy Map, Assumptions List, Research Gaps | Cause Tree, Evidence Notes, Countermeasures | Theme clusters, Insight statements, Opportunity areas |
Tagsno overlap | LeanStartupValidationMVP | SynthesisQualitativeWorkshop | Root causeTreeIncidentQuality | SynthesisQualitativeRoot cause |