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| Criterion |  Systems Thinking Wardley Mapping |  Systems Thinking Current Reality Tree |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-3 h | 2-6 h | 45-90 min | 45-60 min |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Current Reality Tree, Core Problems, Intervention Ideas | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StrategySystems thinkingDynamics | Systems thinkingRoot causeConstraintsCausality | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |