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| Criterion |  Decision Making Pareto Analysis |  Innovation Lean Startup |  Decision Making Risk Matrix |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | 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 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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 30-60 min | 15-30 min |
Participantsdifferent | 1-6 | 2-8 | 3-10 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Risk Matrix, Top Risk List | Root cause notes, Countermeasures |
Tagsno overlap | PrioritizationQualityFocusRoot cause | LeanStartupValidationMVP | RiskDecisionPrioritizationAssessment | Root causeIncidentLeanProblem solving |