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Criterion
Paper radar with five axes, two current and target profiles, and evidence cards beside each dimension.
Decision Making
Radar
Paper illustration for Evaporating Cloud.
Systems Thinking
Evaporating Cloud
Anonymous individual judgments pass through feedback loops to form a distribution.
Decision Making
Delphi Method
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.The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict.When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together.
Complexitydifferent
MediumMediumHigh
Timedifferent
1-2 h60-120 min1-4 Wochen
Participantsdifferent
2-102-86-30 Experten
Formatdifferent
Workshop + asyncWorkshopAsync
Outputdifferent
Radar Map, Capability Scores, Action AreasConflict Cloud, Assumption List, Breakthrough Ideas, Next ExperimentsExpert Forecast, Consensus Range, Assumption Notes
Tagsno overlap
AssessmentPortfolioCapability
Theory of ConstraintsAssumptionsSystems thinking
ForecastingExpertsDecisionStrategy
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Often compared together

Methods with strong topical overlap with the current selection, not yet in the comparison.

Paper illustration of DIBB with its method-specific working model.
Product Strategy
DIBB
Paper illustration of a two-by-two Ansoff Matrix with four growth directions
Business Strategy
Ansoff Matrix
Paper illustration of an assumption matrix with prioritized test cards
Decision Making
Assumption Surfacing
Paper illustration of the Force Field Analysis working structure.
Decision Making
Force Field Analysis