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| Criterion |  Product Strategy DIBB |  Systems Thinking Causal Loop Diagram |  Decision Making Assumption Surfacing |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 1-2 h | 1-3 h | 45-90 min | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | DIBB document, Belief list, Bet list, Learning report | Causal Loop Diagram, Feedback Notes, Leverage Points | Assumption List, Critical Assumptions, Learning Plan | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | StrategyDecisionAssumptionsHypothesis | FeedbackSystems thinkingCausalityDynamics | AssumptionsRiskDecisionDiscovery | DynamicsSimulationFeedbackSystems thinking |