View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Discovery Pretotyping |  Operations Causal Factor Analysis |  Innovation Lean Startup |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | Stunden bis wenige Tage | 2-6 h | Wochen bis Monate je Lernzyklus | 2-6 h |
Participantsdifferent | 1-4 | 3-10 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ValidationDemandMVP | CausalityIncidentRoot causeTimeline | LeanStartupValidationMVP | Systems thinkingRoot causeConstraintsCausality |