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| Criterion |  Innovation Lean Startup |  DevOps Incident Command |  Product Discovery Assumption Mapping |  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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | As needed | 45-60 min | 15-30 min |
Participantsdifferent | 2-8 | 4-15 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Incident Log, Action Tracker, Stakeholder Updates | Assumption map, Test backlog, Risk ranking | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | IncidentOperationsReliability | AssumptionsRiskExperimentsValidation | Root causeIncidentLeanProblem solving |