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| Criterion |  Decision Making Radar |  Systems Thinking Leverage Points |  Operations 5 Whys |  Systems Thinking Intervention 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | 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. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-2 h | Half day | 15-30 min | 1-5 Tage |
Participantsdifferent | 2-10 | 3-12 | 2-6 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Leverage Map, Action Strategy | Root cause notes, Countermeasures | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving | ChangeSystems thinkingCapability |