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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Radar |  Operations A3 Problem Solving |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 45-90 min | 1-2 h | 45-90 min | 1-5 Tage |
Participantsdifferent | 3-8 | 2-10 | 2-5 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Radar Map, Capability Scores, Action Areas | A3 Report, Action Plan, Root Cause Analysis | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Systems thinkingFramingStakeholders | AssessmentPortfolioCapability | LeanProblem solvingCoachingOperations | ChangeSystems thinkingCapability |