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| Criterion |  Decision Making Radar |  Decision Making Force Field Analysis |  Systems Thinking Intervention Mapping |  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. | 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. | 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. | 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 | Medium | Low | High | High |
Timedifferent | 1-2 h | 45-90 min | 1-5 Tage | 1-4 Wochen |
Participantsdifferent | 2-10 | 3-12 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Force Field Map, Change Levers, Risk Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | AssessmentPortfolioCapability | ChangeDecisionStrategy | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy |