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| Criterion |  Innovation Lean Startup |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Domain Modeling Context Map |
|---|---|---|---|---|
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. | 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. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 1-3 h | 1-3 h |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Context Map, Integration Patterns, Boundary Notes |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | Domain-Driven DesignBoundariesStrategy |