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| Criterion |  Decision Making Radar |  Systems Thinking Intervention Mapping |  Decision Making Assumption Surfacing |  Systems Thinking Evaporating Cloud |
|---|---|---|---|---|
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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-2 h | 1-5 Tage | 45-90 min | 60-120 min |
Participantsdifferent | 2-10 | 4-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption List, Critical Assumptions, Learning Plan | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | AssessmentPortfolioCapability | ChangeSystems thinkingCapability | AssumptionsRiskDecisionDiscovery | Theory of ConstraintsAssumptionsSystems thinking |