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| Criterion |  Innovation Lean Startup |  Knowledge Modeling Knowledge Mapping |  Operations A3 Problem Solving |  Knowledge Modeling Concept 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 45-90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 2-5 | 1-8 |
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 | Concept Map, Relationship Labels, Knowledge Gaps |
Tagsno overlap | LeanStartupValidationMVP | KnowledgeMappingRisk | LeanProblem solvingCoachingOperations | KnowledgeConceptsMappingSensemaking |