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| Criterion |  Systems Thinking Evaporating Cloud |  Business Strategy Value Chain Analysis |  Product Discovery Smoke Test |  Product Discovery Fake Door Test |
|---|---|---|---|---|
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 only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 60-120 min | Half day | 1-5 Tage | 1-5 Tage |
Participantsdifferent | 2-8 | 3-8 | Nutzertraffic | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Value Chain Map, Lever List | Interest Metrics, Conversion Signal, Learning Note | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | StrategyBusiness modelDiagnosisAnalysis | ValidationExperimentsDemandGrowth | ValidationExperimentsDemandDiscovery |