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| Criterion |  Operations Weekly Review |  Operations 5 Whys |  Innovation Lean Startup |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | In a week with many open loops, the method creates distance from operational noise. It organizes commitments, calendar, and projects so the next week becomes workable. | 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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 15-30 min | Wochen bis Monate je Lernzyklus | 1-2 h Setup, laufend |
Participantsdifferent | 1 | 2-6 | 2-8 | 1 |
Formatdifferent | Async | Workshop | Workshop + async | Async |
Outputdifferent | Updated Task System, Weekly Focus, Next Actions | Root cause notes, Countermeasures | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Action Lists, Project List, Review Routine |
Tagsno overlap | ProductivityExecutionPlanning | Root causeIncidentLeanProblem solving | LeanStartupValidationMVP | ProductivityPlanningTasksExecution |