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| Criterion |  Decision Making Radar |  Decision Making Force Field Analysis |  Systems Thinking VUCA Scan |  Business Strategy Three Horizons |
|---|---|---|---|---|
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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 30-90 min | Halbtags-Workshop, dann iterativ |
Participantsdifferent | 2-10 | 3-12 | 1-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Force Field Map, Change Levers, Risk Notes | VUCA Map, Response Options, Signal and Learning Plan | Horizon map, Portfolio view, Initiatives per horizon, Resource plan |
Tagsno overlap | AssessmentPortfolioCapability | ChangeDecisionStrategy | SensemakingUncertaintyComplexityStrategyForesight | StrategyInnovationPortfolioForesight |