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| Criterion |  Decision Making Radar |  Systems Thinking CATWOE Analysis |  Operations Gemba Walk |  Systems Thinking Intervention 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 h | 45-90 min | 30-120 min | 1-5 Tage |
Participantsdifferent | 2-10 | 3-8 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Observation Notes, Improvement Ideas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingFramingStakeholders | LeanObservationProcessOperations | ChangeSystems thinkingCapability |