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| Criterion |  Systems Thinking Current Reality Tree |  Product Strategy Counter Metrics |  Facilitation Alignment Mapping |  Product Strategy KPI Tree |
|---|---|---|---|---|
Purposedifferent | 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. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 2-6 h | 30-60 min | 1-2 h | 90-180 min initial, dann laufend |
Participantsdifferent | 3-8 | 2-6 | 4-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Counter Metric List, Guardrail Definitions | Alignment Map, Open Issues, Decision Questions | KPI Tree, Owner List |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | MetricsMeasurementStrategyExperiments | AlignmentStakeholdersStrategyFacilitation | MetricsStrategyAlignmentMeasurement |