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| Criterion |  Systems Thinking Iceberg Model |  Innovation Design Thinking |  Product Discovery Outcome-Driven Innovation |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | Outcome-Driven Innovation clarifies customer problems, solution opportunities, and evidence. It separates jobs, desired outcomes, importance, satisfaction, and opportunity, and captures results as desired outcome statements, an opportunity landscape, and segments by underserved needs. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 30-60 min | 1 Tag bis mehrere Wochen | Mehrere Wochen | 2-6 h |
Participantsdifferent | 2-10 | 4-10 | 2-6 researchers plus sample | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Problem Statement, Prototype, Test Learnings | Desired outcome statements, Opportunity landscape, Segmentation by underserved needs, Innovation hypotheses | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingRoot causePatterns | InnovationPrototypeResearch | OutcomesInnovationResearchQuantitative | Systems thinkingRoot causeConstraintsCausality |