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| Criterion |  Business Strategy Strategy Map |  Decision Making Assumption Surfacing |  Systems Thinking Current Reality Tree |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 2-6 h | 45-60 min |
Participantsdifferent | 4-10 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Assumption List, Critical Assumptions, Learning Plan | Current Reality Tree, Core Problems, Intervention Ideas | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | AlignmentExecutionGoalsCausality | AssumptionsRiskDecisionDiscovery | Systems thinkingRoot causeConstraintsCausality | AssumptionsRiskExperimentsValidation |