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| Criterion |  Systems Thinking Evaporating Cloud |  Operations Gemba Walk |  Innovation Lean Startup |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 60-120 min | 30-120 min | Wochen bis Monate je Lernzyklus | 45-60 min |
Participantsdifferent | 2-8 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | LeanObservationProcessOperations | LeanStartupValidationMVP | AssumptionsRiskExperimentsValidation |