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| Criterion |  Innovation Lean Startup |  Delivery Value Stream Mapping |  Systems Thinking Intervention Mapping |  Systems Thinking Future 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 1-5 Tage | 2-4 h |
Participantsdifferent | 2-8 | 4-10 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current-state map, Future-state map, Bottleneck list | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanStartupValidationMVP | LeanFlowWasteDelivery | ChangeSystems thinkingCapability | Theory of ConstraintsSystems thinkingChange |