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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Systems Thinking Intervention Mapping |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-2 h | 30-60 min | 1-5 Tage | 1-3 h |
Participantsdifferent | 2-10 | 1-5 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | System Map, Dependencies, Leverage Points |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | ChangeSystems thinkingCapability | Systems thinkingMappingBoundariesChange |