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Selected:Lean StartupARID (Active Reviews for Intermediate Designs)Causal Loop DiagramCurrent Reality Tree
| Criterion |  Innovation Lean Startup |  Architecture ARID (Active Reviews for Intermediate Designs) |  Systems Thinking Causal Loop Diagram |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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 | Medium | Medium | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 2–4 h review as a planning range; preparation and evaluation additional | 1-3 h | 2-6 h |
Participantsdifferent | 2-8 | Designers, developers as users, and facilitation | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanStartupValidationMVP | ArchitectureEngineeringFeedbackValidationTasks | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |