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| Criterion |  Innovation Lean Startup |  Knowledge Modeling Knowledge Mapping |  Operations A3 Problem Solving |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 45-90 min | 45-60 min |
Participantsdifferent | 2-8 | 3-12 | 2-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Knowledge Map, Critical Knowledge Areas, Transfer Plan | A3 Report, Action Plan, Root Cause Analysis | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanStartupValidationMVP | KnowledgeMappingRisk | LeanProblem solvingCoachingOperations | AssumptionsRiskExperimentsValidation |