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| Criterion |  Knowledge Modeling Concept Mapping |  Product Strategy Lean Canvas |  Systems Thinking Current Reality Tree |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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. | 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. | 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 | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 45-90 min | 2-6 h | 15-30 min |
Participantsdifferent | 1-8 | 1-6 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Concept Map, Relationship Labels, Knowledge Gaps | Lean Canvas, Core Assumptions, Experiment Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | KnowledgeConceptsMappingSensemaking | StartupLeanAssumptionsBusiness model | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |