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| Criterion |  Systems Thinking Evaporating Cloud |  Delivery Value Stream Mapping |  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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | 1-3 h | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 3-8 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current-state map, Future-state map, Bottleneck list | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | LeanFlowWasteDelivery | Theory of ConstraintsSystems thinkingChange | StartupLeanAssumptionsBusiness model |