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| Criterion |  Decision Making Radar |  Systems Thinking Intervention Mapping |  Systems Thinking Iceberg Model |  Systems Thinking Current 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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-2 h | 1-5 Tage | 30-60 min | 2-6 h |
Participantsdifferent | 2-10 | 4-12 | 2-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | AssessmentPortfolioCapability | ChangeSystems thinkingCapability | Systems thinkingRoot causePatterns | Systems thinkingRoot causeConstraintsCausality |