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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Future Reality Tree |  Decision Making RAPID |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-120 min | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | RAPID Role Map, Recommendation, Decision Log | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | Theory of ConstraintsSystems thinkingChange | DecisionRolesGovernance | StrategyDecisionAssumptionsHypothesis |