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| Criterion |  Innovation Lean Startup |  Operations Fishbone Diagram |  Architecture Risk Storming |  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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 60-90 min | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Fishbone Diagram, Cause Categories, Investigation Backlog | Annotated Diagram, Prioritized Risk List, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | Root causeQualityOperations | RiskArchitectureWorkshopValidation | Root causeIncidentLeanProblem solving |