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| Criterion |  Decision Making Radar |  Systems Thinking Future Reality Tree |  Decision Making Risk Matrix |
|---|---|---|---|
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. | 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | High | Low |
Timedifferent | 1-2 h | 2-4 h | 30-60 min |
Participantsdifferent | 2-10 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | Theory of ConstraintsSystems thinkingChange | RiskDecisionPrioritizationAssessment |
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