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| Criterion |  Innovation Lean Startup |  Agile WSJF |  Operations Root Cause Tree Analysis |  Decision Making Pareto 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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | Wochen bis Monate je Lernzyklus | 45-90 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-8 | 3-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Ranked Backlog, Cost-of-Delay Assumptions | Cause Tree, Evidence Notes, Countermeasures | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | LeanStartupValidationMVP | LeanEconomicsSequencePrioritization | Root causeTreeIncidentQuality | PrioritizationQualityFocusRoot cause |