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| Criterion |  Innovation Lean Startup |  DevOps Game Day |  DevOps Blameless Postmortem |  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 preparing for rare incidents, the method tests response capability under controlled conditions. It shows where assumptions about stability, roles, and recovery are too optimistic. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. | 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 | High | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | Halber Tag | 30-90 min | 15-30 min |
Participantsdifferent | 2-8 | 5-20 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Simulation Notes, Gaps List, Updated Runbooks | Postmortem Doc, Action Items, Timeline | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | ResilienceOperationsIncident | Site Reliability EngineeringIncidentLearningReliability | Root causeIncidentLeanProblem solving |