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| Criterion |  Operations ABC Analysis |  Systems Thinking Evaporating Cloud |  Decision Making Radar |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 60-120 min | 1-2 h | 0.5-3 Tage |
Participantsdifferent | 1-5 | 2-8 | 2-10 | 4-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Radar Map, Capability Scores, Action Areas | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | PrioritizationOperationsPortfolio | Theory of ConstraintsAssumptionsSystems thinking | AssessmentPortfolioCapability | Theory of ConstraintsConstraintsSystems thinkingCausality |