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| Criterion |  Innovation Lean Startup |  Decision Making Pareto Analysis |  Operations Pomodoro Technique |  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 many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | For easily distracted solo work, the method sets clear time boundaries for concentrated work. It protects attention when large tasks would otherwise fall apart into small avoidance moves. | 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 | Low | Low | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 25 min Zyklen | 15-30 min |
Participantsdifferent | 2-8 | 1-6 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pareto Chart, Top Causes, Focus List | Focus Sessions, Task Progress, Interruption Notes | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | PrioritizationQualityFocusRoot cause | FocusTime managementProductivityExecution | Root causeIncidentLeanProblem solving |