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| Criterion |  Systems Thinking Evaporating Cloud |  Business Strategy Value Chain Analysis |  Product Discovery Fake Door Test |  Product Discovery Experiment Canvas |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | When experiments become unreadable after the fact, it arranges hypothesis, signal, and learning goal on a single canvas. It separates problem, assumption, solution, and evidence. The result is captured as a Completed Experiment Canvas and a Success Metric. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-120 min | Half day | 1-5 Tage | 30-60 min |
Participantsdifferent | 2-8 | 3-8 | Nutzertraffic | 1-5 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Value Chain Map, Lever List | Click Data, Interest Signal, Learning Decision | Completed Experiment Canvas, Success Metric |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandDiscovery | ExperimentsValidationDiscoveryHypothesis |