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| Criterion |  Decision Making Radar |  Knowledge Modeling Concept Mapping |  Systems Thinking Leverage Points |  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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Medium | High | Medium |
Timedifferent | 1-2 h | 1-2 h | Half day | 1-3 h |
Participantsdifferent | 2-10 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Concept Map, Relationship Labels, Knowledge Gaps | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points |
Tagsno overlap | AssessmentPortfolioCapability | KnowledgeConceptsMappingSensemaking | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange |