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| Criterion |  Product Strategy Lean Canvas |  Domain Modeling EventStorming |  Systems Thinking Current Reality Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 45-90 min | 2-8 h | 2-6 h | 45-90 min |
Participantsdifferent | 1-6 | 5-12 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Event Timeline, Ubiquitous Language, Boundaries, Open Questions | Current Reality Tree, Core Problems, Intervention Ideas | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Domain-Driven DesignEventsDiscoveryWorkshop | Systems thinkingRoot causeConstraintsCausality | AssumptionsRiskDecisionDiscovery |