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| Criterion |  Innovation Design Sprint |  Innovation Design Thinking |  Systems Thinking Iceberg Model |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 | High | High | Low | High |
Timedifferent | 4-5 Tage | 1 Tag bis mehrere Wochen | 30-60 min | 2-6 h |
Participantsdifferent | 5-8 | 4-10 | 2-10 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Prototype, Test Findings, Decision Rationale | Problem Statement, Prototype, Test Learnings | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Design sprintPrototypeValidationInnovation | InnovationPrototypeResearch | Systems thinkingRoot causePatterns | Systems thinkingRoot causeConstraintsCausality |