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| Criterion |  Product Discovery Pretotyping |  Operations Root Cause Tree Analysis |  Innovation Lean Startup |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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 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 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 | Medium | Low |
Timedifferent | Stunden bis wenige Tage | 1-3 h | Wochen bis Monate je Lernzyklus | 15-30 min |
Participantsdifferent | 1-4 | 2-8 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Cause Tree, Evidence Notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Root cause notes, Countermeasures |
Tagsno overlap | ValidationDemandMVP | Root causeTreeIncidentQuality | LeanStartupValidationMVP | Root causeIncidentLeanProblem solving |