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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Balanced Scorecard |  Systems Thinking Evaporating Cloud |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | The Futures Wheel helps explore the consequences of a decision, a trend, or a strategic move in a structured way. It makes visible which first, second, and third-order effects could arise from an event. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-120 min | Halber Tag bis mehrere Wochen | 60-120 min | 30-60 min |
Participantsdifferent | 3-10 | 4-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Balanced Scorecard, Strategic Measures, Initiative Map | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Counter Metric List, Guardrail Definitions |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyMetricsExecution | Theory of ConstraintsAssumptionsSystems thinking | MetricsMeasurementStrategyExperiments |