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| Criterion |  Systems Thinking Future Reality Tree |  Product Strategy Lean Canvas |  Engineering Kanban |  Innovation Lean Startup |
|---|---|---|---|---|
Purposedifferent | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 | High | Medium | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | Ongoing | Wochen bis Monate je Lernzyklus |
Participantsdifferent | 3-8 | 1-6 | 2-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Lean Canvas, Core Assumptions, Experiment Backlog | Kanban board, WIP policies, Flow metrics | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | StartupLeanAssumptionsBusiness model | FlowVisual managementDelivery | LeanStartupValidationMVP |