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| Criterion |  Product Strategy Lean Canvas |  Operations Causal Factor Analysis |  Domain Modeling EventStorming |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When a domain consists of many events, rules, and states, it creates a shared modeling space for the team. It bundles language, flows, and boundaries before domain knowledge fragments into siloed views. | 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 | Medium | High | Medium | High |
Timedifferent | 45-90 min | 2-6 h | 2-8 h | 2-6 h |
Participantsdifferent | 1-6 | 3-10 | 5-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Event Timeline, Ubiquitous Language, Boundaries, Open Questions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StartupLeanAssumptionsBusiness model | CausalityIncidentRoot causeTimeline | Domain-Driven DesignEventsDiscoveryWorkshop | Systems thinkingRoot causeConstraintsCausality |