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| Criterion |  Systems Thinking Wardley Mapping |  Systems Thinking Leverage Points |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Half day | 45-90 min | 45-60 min |
Participantsdifferent | 2-10 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | Leverage Map, Action Strategy | Assumption List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | StrategySystems thinkingDynamics | Systems thinkingChangeStrategy | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |