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| Criterion |  Systems Thinking Theory of Constraints Thinking Process |  Product Strategy DIBB |  Systems Thinking Causal Loop Diagram |  Systems Thinking Wardley Mapping |
|---|---|---|---|---|
Purposedifferent | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 0.5-3 Tage | 1-2 h | 1-3 h | 1-3 h |
Participantsdifferent | 4-10 | 2-8 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles | DIBB document, Belief list, Bet list, Learning report | Causal Loop Diagram, Feedback Notes, Leverage Points | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | Theory of ConstraintsConstraintsSystems thinkingCausality | StrategyDecisionAssumptionsHypothesis | FeedbackSystems thinkingCausalityDynamics | StrategySystems thinkingDynamics |