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| Criterion |  Systems Thinking Current Reality Tree |  Innovation Design Sprint |  Product Discovery Outcome-Driven Innovation |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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 the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitysame | High | High | High | High |
Timedifferent | 2-6 h | 4-5 Tage | Mehrere Wochen | 2-6 h |
Participantsdifferent | 3-8 | 5-8 | 2-6 researchers plus sample | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Current Reality Tree, Core Problems, Intervention Ideas | Prototype, Test Findings, Decision Rationale | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | Systems thinkingRoot causeConstraintsCausality | Design sprintPrototypeValidationInnovation | OutcomesInnovationResearchQuantitative | CausalityIncidentRoot causeTimeline |