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| Criterion |  Systems Thinking Polarity Mapping |  Product Strategy Impact Mapping |  Product Discovery Smoke Test |  Product Discovery Fake Door Test |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | When demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 1-5 Tage | 1-5 Tage |
Participantsdifferent | 3-12 | 3-8 | Nutzertraffic | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Impact Map, Outcome Hypotheses, Delivery Options | Interest Metrics, Conversion Signal, Learning Note | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | Systems thinkingTradeoffsLeadership | OutcomesStrategyBehaviorPlanning | ValidationExperimentsDemandGrowth | ValidationExperimentsDemandDiscovery |