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| Criterion |  Decision Making Radar |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-2 h | 60-120 min | 45-90 min | 2-4 h |
Participantsdifferent | 2-10 | 2-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | AssessmentPortfolioCapability | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange |