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| Criterion |  Systems Thinking Polarity Mapping |  Operations Kaizen Event |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | 0.5-5 Tage | 1-5 Tage | 1-5 Tage |
Participantsdifferent | 3-12 | 4-10 | Nutzertraffic | Nutzertraffic |
Formatdifferent | Workshop | Workshop | Async | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Interest Metrics, Conversion Signal, Learning Note | Click Data, Interest Signal, Learning Decision |
Tagsno overlap | Systems thinkingTradeoffsLeadership | LeanContinuous improvementOperations | ValidationExperimentsDemandGrowth | ValidationExperimentsDemandDiscovery |