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| Criterion |  Decision Making Radar |  Decision Making Decision Tree |  Operations Kepner-Tregoe |  Operations ABC 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 30-90 min | 2-8 h | 30-60 min |
Participantsdifferent | 2-10 | 1-6 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Tree, Option Map, Assumption List | Problem Analysis, Decision Analysis, Risk Plan | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | DecisionTreeOptions | Problem solvingRoot causeDecisionOperations | PrioritizationOperationsPortfolio |