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| Criterion |  Innovation Lean Startup |  Operations Root Cause Tree Analysis |  Operations Getting Things Done |  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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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 | 1-3 h | 1-2 h Setup, laufend | 15-30 min |
Participantsdifferent | 2-8 | 2-8 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures | Action Lists, Project List, Review Routine | Root cause notes, Countermeasures |
Tagsno overlap | LeanStartupValidationMVP | Root causeTreeIncidentQuality | ProductivityPlanningTasksExecution | Root causeIncidentLeanProblem solving |