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| Criterion |  Systems Thinking Evaporating Cloud |  Innovation Lean Startup |  Systems Thinking Future Reality Tree |  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. | 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. | 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. | 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 | Medium | High | Medium |
Timedifferent | 60-120 min | Wochen bis Monate je Lernzyklus | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 2-8 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | LeanStartupValidationMVP | Theory of ConstraintsSystems thinkingChange | StartupLeanAssumptionsBusiness model |