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| Criterion |  Systems Thinking Evaporating Cloud |  Product Discovery Pretotyping |  Systems Thinking Future Reality Tree |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 60-120 min | Stunden bis wenige Tage | 2-4 h | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 2-8 | 1-4 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | ValidationDemandMVP | Theory of ConstraintsSystems thinkingChange | LeanStartupValidationMVP |