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| Criterion |  Systems Thinking Evaporating Cloud |  Decision Making Radar |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | High | High |
Timedifferent | 60-120 min | 1-2 h | 2-4 h | 1-5 Tage |
Participantsdifferent | 2-8 | 2-10 | 3-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Radar Map, Capability Scores, Action Areas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | AssessmentPortfolioCapability | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability |