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| Criterion |  Engineering Golden Path |  Product Strategy Lean Canvas |  Systems Thinking Current Reality Tree |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | When teams need a reliable default path for frequent use, sprawl quickly emerges without any guiding logic. Golden Path bundles the preferred path so good practice becomes easy and deviation becomes deliberate. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 Tage Setup, laufend | 45-90 min | 2-6 h | 2-6 h |
Participantsdifferent | 2-8 | 1-6 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Golden Path Guide, Templates, Quality Checks | Lean Canvas, Core Assumptions, Experiment Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | EngineeringProductivityGovernance | StartupLeanAssumptionsBusiness model | Systems thinkingRoot causeConstraintsCausality | CausalityIncidentRoot causeTimeline |