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| Criterion |  Innovation Lean Startup |  Operations Root Cause Tree Analysis |  Operations Kepner-Tregoe |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 2-8 h | 1-4 h |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | LeanStartupValidationMVP | Root causeTreeIncidentQuality | Problem solvingRoot causeDecisionOperations | Root causeProblem solvingQualityIncident |