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| Criterion |  Innovation Lean Startup |  Systems Thinking Iceberg Model |  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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 | Low | Medium | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 30-60 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-8 | 2-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingRoot causePatterns | FeedbackSystems thinkingCausalityDynamics | Systems thinkingRoot causeConstraintsCausality |