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| Criterion |  Decision Making Radar |  Systems Thinking Intervention Mapping |  Operations Gemba Walk |  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. | 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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | High | Low | High |
Timedifferent | 1-2 h | 1-5 Tage | 30-120 min | 2-4 h |
Participantsdifferent | 2-10 | 4-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Observation Notes, Improvement Ideas | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | AssessmentPortfolioCapability | ChangeSystems thinkingCapability | LeanObservationProcessOperations | Theory of ConstraintsSystems thinkingChange |