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| Criterion |  Systems Thinking Evaporating Cloud |  Delivery Value Stream Mapping |  Systems Thinking Intervention Mapping |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | 1-5 Tage | 45-90 min |
Participantsdifferent | 2-8 | 4-10 | 4-12 | 1-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Current-state map, Future-state map, Bottleneck list | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | LeanFlowWasteDelivery | ChangeSystems thinkingCapability | StartupLeanAssumptionsBusiness model |