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| Criterion |  Innovation Lean Startup |  Decision Making Pareto Analysis |  Architecture Risk Storming |  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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | 60-90 min | 15-30 min |
Participantsdifferent | 2-8 | 1-6 | 4-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Pareto Chart, Top Causes, Focus List | Annotated Diagram, Prioritized Risk List, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | PrioritizationQualityFocusRoot cause | RiskArchitectureWorkshopValidation | Root causeIncidentLeanProblem solving |