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| Criterion |  Innovation Lean Startup |  Systems Thinking Leverage Points |  Domain Modeling Domain Context Map |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
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. | 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. | When a domain model and its associated contexts need to be thought through together, it creates a shared overview. It connects the business view and organizational boundary into a readable whole. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Leverage Map, Action Strategy | Domain Context Map, Boundary Notes, Ownership Map | System Map, Dependencies, Leverage Points |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingChangeStrategy | Domain-Driven DesignContextBoundaries | Systems thinkingMappingBoundariesChange |