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| Criterion |  Decision Making Radar |  Systems Thinking Current Reality Tree |  Business Strategy Ansoff Matrix |  Systems Thinking Iceberg Model |
|---|---|---|---|---|
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. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | 2-6 h | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Current Reality Tree, Core Problems, Intervention Ideas | Ansoff Matrix, Growth Options, Risk Notes | Iceberg Worksheet, Pattern Notes, Intervention Ideas |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingRoot causeConstraintsCausality | GrowthStrategyMarketPortfolio | Systems thinkingRoot causePatterns |