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| Criterion |  Business Strategy GAP Analysis |  Systems Thinking Iceberg Model |  Product Strategy Impact Mapping |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 30-60 min | 45-90 min | 2-6 h |
Participantsdifferent | 2-8 | 2-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Impact Map, Outcome Hypotheses, Delivery Options | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | StrategyAnalysisPlanning | Systems thinkingRoot causePatterns | OutcomesStrategyBehaviorPlanning | Systems thinkingRoot causeConstraintsCausality |