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| Criterion |  Product Discovery Working Backwards |  Systems Thinking Causal Loop Diagram |  Operations 5 Whys |  Systems Thinking Stock and Flow Diagram |
|---|---|---|---|---|
Purposedifferent | When the target state and benefit need to be clear first, it thinks backward from the desired outcome into the product logic. It sharpens vision, objections, and value proposition before elaboration. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | A Stock and Flow Diagram shows how stocks, inflows, and outflows shape a system over time. It is especially suited when growth, delays, or capacity limits determine the dynamics. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 4-8 h, mehrere Iterationen | 1-3 h | 15-30 min | 2-6 h |
Participantsdifferent | 2-6 | 2-8 | 2-6 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Press Release, FAQ, Vision Statement | Causal Loop Diagram, Feedback Notes, Leverage Points | Root cause notes, Countermeasures | Stock and Flow Model, Dynamics Notes, Simulation Hypotheses |
Tagsno overlap | VisionNarrativeAlignment | FeedbackSystems thinkingCausalityDynamics | Root causeIncidentLeanProblem solving | DynamicsSimulationFeedbackSystems thinking |