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| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Balanced Scorecard |  Systems Thinking Evaporating Cloud |  Product Strategy DIBB |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-120 min | Halber Tag bis mehrere Wochen | 60-120 min | 1-2 h |
Participantsdifferent | 3-10 | 4-12 | 2-8 | 2-8 |
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 | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyMetricsExecution | Theory of ConstraintsAssumptionsSystems thinking | StrategyDecisionAssumptionsHypothesis |