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| Criterion |  Decision Making Radar |  Product Strategy Lean Canvas |  Systems Thinking Causal Loop Diagram |  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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 45-90 min | 1-3 h | 60-120 min |
Participantsdifferent | 2-10 | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Lean Canvas, Core Assumptions, Experiment Backlog | Causal Loop Diagram, Feedback Notes, Leverage Points | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments |
Tagsno overlap | AssessmentPortfolioCapability | StartupLeanAssumptionsBusiness model | FeedbackSystems thinkingCausalityDynamics | Theory of ConstraintsAssumptionsSystems thinking |