View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Futures Wheel |  Operations Gemba Walk |  Product Strategy DIBB |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-120 min | 30-120 min | 1-2 h | 60-120 min |
Participantsdifferent | 3-10 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Observation Notes, Improvement Ideas | DIBB document, Belief list, Bet list, Learning report | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | ForesightSystems thinkingSignals | LeanObservationProcessOperations | StrategyDecisionAssumptionsHypothesis | Theory of ConstraintsAssumptionsSystems thinking |