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| Criterion |  Product Strategy Lean Canvas |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | Half day | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 1-6 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StartupLeanAssumptionsBusiness model | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery |