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| Criterion |  Product Discovery Working Backwards |  Operations PDCA Cycle |  Systems Thinking Causal Loop Diagram |  Operations Kaizen Event |
|---|---|---|---|---|
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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 4-8 h, mehrere Iterationen | 1 h bis mehrere Wochen | 1-3 h | 0.5-5 Tage |
Participantsdifferent | 2-6 | 1-8 | 2-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Future Press Release, FAQ, Vision Statement | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Causal Loop Diagram, Feedback Notes, Leverage Points | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update |
Tagsno overlap | VisionNarrativeAlignment | Continuous improvementLeanExperiments | FeedbackSystems thinkingCausalityDynamics | LeanContinuous improvementOperations |