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Selected:ARID (Active Reviews for Intermediate Designs)Lean StartupCausal Loop DiagramCurrent Reality Tree
| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Innovation Lean Startup |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 2–4 h review as a planning range; preparation and evaluation additional | Wochen bis Monate je Lernzyklus | 1-3 h | 2-6 h |
Participantsdifferent | Designers, developers as users, and facilitation | 2-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | LeanStartupValidationMVP | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |