View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Futures Wheel |  Business Strategy Balanced Scorecard |  Product Strategy Impact Mapping |  Systems Thinking Theory of Change |
|---|---|---|---|---|
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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 60-120 min | Halber Tag bis mehrere Wochen | 45-90 min | 2-6 h |
Participantsdifferent | 3-10 | 4-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Futures Wheel, Consequence Chains, Strategic Signals | Balanced Scorecard, Strategic Measures, Initiative Map | Impact Map, Outcome Hypotheses, Delivery Options | Theory of Change Map, Assumptions, Outcome Measures |
Tagsno overlap | ForesightSystems thinkingSignals | StrategyMetricsExecution | OutcomesStrategyBehaviorPlanning | ImpactOutcomesSystems thinkingStrategy |