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| Criterion |  Operations ABC Analysis |  Systems Thinking Future Reality Tree |  Decision Making Radar |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 30-60 min | 2-4 h | 1-2 h | 60-120 min |
Participantsdifferent | 1-5 | 3-8 | 2-10 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | ABC Classification, Focus Rules, Control List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Radar Map, Capability Scores, Action Areas | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | PrioritizationOperationsPortfolio | Theory of ConstraintsSystems thinkingChange | AssessmentPortfolioCapability | Theory of ConstraintsAssumptionsSystems thinking |