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| Criterion |  Systems Thinking Causal Loop Diagram |  Product Discovery Opportunity Interview |  Product Discovery Opportunity Solution Tree |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | When discovery keeps swinging between goals, ideas, and learning loops, it creates clear steering logic. It connects the desired outcome, opportunities, and experiments into a legible structure. | 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 | 1-3 h | 30-60 min je Interview | 1-2 h Setup, laufend | 2-6 h |
Participantsdifferent | 2-8 | 5-12 Interviews | 2-6 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Causal Loop Diagram, Feedback Notes, Leverage Points | Interview Notes, Opportunity Themes, Customer Quotes | Opportunity Solution Tree, Experiment Backlog, Learning Log | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FeedbackSystems thinkingCausalityDynamics | DiscoveryInterviewsOpportunityCustomer | DiscoveryOutcomesExperimentsOpportunity | Systems thinkingRoot causeConstraintsCausality |