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| Criterion |  Decision Making Radar |  Systems Thinking Current Reality Tree |  Systems Thinking Intervention Mapping |  Systems Thinking Theory of Constraints Thinking Process |
|---|---|---|---|---|
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. | 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. | The Theory of Constraints Thinking Process exposes a system's bottleneck and the logic behind it. It suits situations where many symptoms trace back to the same limiting relationship. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-2 h | 2-6 h | 1-5 Tage | 0.5-3 Tage |
Participantsdifferent | 2-10 | 3-8 | 4-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Current Reality Tree, Core Problems, Intervention Ideas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Current Reality Logic, Conflict Cloud, Future Reality Tree, Implementation Obstacles |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingRoot causeConstraintsCausality | ChangeSystems thinkingCapability | Theory of ConstraintsConstraintsSystems thinkingCausality |