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| Criterion |  Innovation Lean Startup |  Systems Thinking Future Reality Tree |  Product Discovery Assumption Mapping |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 2-4 h | 45-60 min | 60-120 min |
Participantsdifferent | 2-8 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Assumption map, Test backlog, Risk ranking | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | LeanStartupValidationMVP | Theory of ConstraintsSystems thinkingChange | AssumptionsRiskExperimentsValidation | Theory of ConstraintsAssumptionsSystems thinking |