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| Criterion |  Systems Thinking Evaporating Cloud |  Systems Thinking Intervention Mapping |  Operations Gemba Walk |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 60-120 min | 1-5 Tage | 30-120 min | 45-90 min |
Participantsdifferent | 2-8 | 4-12 | 2-6 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Observation Notes, Improvement Ideas | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | ChangeSystems thinkingCapability | LeanObservationProcessOperations | StartupLeanAssumptionsBusiness model |