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| Criterion |  Decision Making Radar |  Systems Thinking Intervention Mapping |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |
|---|---|---|---|---|
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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | 1-5 Tage | 1-3 h | 1-3 h |
Participantsdifferent | 2-10 | 4-12 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | AssessmentPortfolioCapability | ChangeSystems thinkingCapability | RationaleKnowledgeDecision | SensemakingDecisionRationale |