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| Criterion |  Innovation Lean Startup |  Decision Making Force Field Analysis |  Product Strategy Lean Canvas |  Product Strategy DIBB |
|---|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Force Field Map, Change Levers, Risk Notes | Lean Canvas, Core Assumptions, Experiment Backlog | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LeanStartupValidationMVP | ChangeDecisionStrategy | StartupLeanAssumptionsBusiness model | StrategyDecisionAssumptionsHypothesis |