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| Criterion |  Operations Visual Management |  Product Strategy Lean Canvas |  Operations Kepner-Tregoe |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | Ongoing | 45-90 min | 2-8 h | 45-90 min |
Participantsdifferent | 1-20 | 1-6 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lean Canvas, Core Assumptions, Experiment Backlog | Problem Analysis, Decision Analysis, Risk Plan | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | SignalsOperationsVisual management | StartupLeanAssumptionsBusiness model | Problem solvingRoot causeDecisionOperations | AssumptionsRiskDecisionDiscovery |