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| Criterion |  Decision Making Radar |  Systems Thinking Current Reality Tree |  Systems Thinking Causal Loop Diagram |  Operations Causal Factor Analysis |
|---|---|---|---|---|
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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 1-2 h | 2-6 h | 1-3 h | 2-6 h |
Participantsdifferent | 2-10 | 3-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Current Reality Tree, Core Problems, Intervention Ideas | Causal Loop Diagram, Feedback Notes, Leverage Points | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingRoot causeConstraintsCausality | FeedbackSystems thinkingCausalityDynamics | CausalityIncidentRoot causeTimeline |